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editorial VOL. 11 | ISSUE 01 | SEPTEMBER 2011 VOL.I
Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Kanak Ghosh Editorial Group Editor: R Giridhar dEsign Sr. Creative Director: Jayan K Narayanan Art Director: Anil VK Associate Art Director: PC Anoop Visualisers: Prasanth TR, Anil T & Shokeen Saifi Chief Designer: N V Baiju Sr. Designers: Joffy Jose, Chander Dange & Sristi Maurya Designers: Suneesh K, Shigil N, Charu Dwivedi Raj Verma, Prince Antony & Binu MP Chief Photographer: Subhojit Paul Sr. Photographer: Jiten Gandhi brand managEmEnt General Manager: Ankur Agarwal salEs & markEting General Manager - Nabjeet Ganguli (09820060094) National Manager - Events & Special Projects: Mahantesh Godi (09880436623) Assistant Brand Manager: Maulshree Tewari GM (South & West): Vinodh Kaliappan (09740714817) South: Farooq Faniband North: Madhusudan Sinha East: Jayanta Bhattacharya (09331829284) Production & logistics Sr. GM - Operations: Shivshankar M Hiremath Manager - Operations: Rakesh Upadhyay Assistant Production Manager: Vilas Mhatre Assistant Manager - Logistics: Vijay Menon Executive - Logistics: MP Singh, Mohamed Ansari & Nilesh Shiravadekar
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Reinventing the Manufacturing Organisation
O
ver the past decade, the Indian manufacturing industry has gone through an exciting journey of growth, and has become increasingly skilled at manufacturing a wide variety of products. Many of these products are complex, or built to high standards of excellence. Manufacturing organisations from the country now routinely figure at the top of quality lists, and have become sought after suppliers by marquee brands around the globe. India has also become an important engineering and design hub for the world’s leading manufacturers, EPC companies and consultants. This has helped proliferate new skills, and foster greater use of advanced technologies in manufacturing. Some of the factors that have propelled a change in the manufacturing environment include the influx of international manufacturers servicing both domestic and international markets from India, the growing aspirations of local customers, and the enormous expansion of the domestic market fuelled by the secular economic growth of the nation. These changes have also transformed the dynamics of the market, compelling manufacturers to become more agile, innovative and responsive to customer needs. Consequently, manufacturing companies are changing their operating and business models. From engineering and product design to supply chain, people management to finance — practices and processes are being revamped and redesigned, with the
industry 2.0
R Giridhar editor@industry20.com
help of technology solutions, to facilitate Manufacturing 2.0. Keeping pace with this rapid transformation, Industry 2.0 magazine has been chronicling the developments and trends in the manufacturing sector, highlighting technology advances, explaining strategy innovations, disseminating best practices, and analysing management issues. Through our feature articles, case studies and analysis contributed by leading thinkers and experts, we have aimed to provide you with a comprehensive overview of innovation and achievement across the manufacturing spectrum. And, as we turn 10, we would like to thank all our readers and sponsors for their unwavering support and encouragement — and making this publication a success. This 10th anniversary edition is our largest ever review of the Indian manufacturing industry, covering almost 2,300 profitable companies across 24 industrial sectors. Collectively, these companies represent `21,461 tn ($466,550 bn) in net sales and `1,605 tn (($34,900 bn) in profit. It is interesting to note that the 726 large companies (organisations with net sales of `300 cr or more) in our list account for almost 94 per cent of the total sales and profits — and that this ratio has remained unchanged when compared with the previous year. I am sure you will find many interesting facts and insights as you peruse the two volumes that comprise this special issue. We look forward to receiving your comments and feedback.
- technology management for decision-makers | september 2011 Vol. i
1
contents
top
49 cover story
Cover design: Anil V.K.
Manufacturing
coMpanies
supply chain & logistics 08 Gap Analysis in Supply Chain Management
transforms itself from a manufacturingoriented to a technology-services-led organization.
With a plethora of regulations governing trade and commerce, how do you ensure that the supply chain department has
management & strategy 24 Top Executives Need Feedback
an efficient system in place to know and
As executives become more senior, they
abide by the laws? The key to compliance
are less likely to receive constructive
is to have a proper structure to identify
performance tips and strategic feedback.
the issues, and implement policies and
One way to resolve this conundrum is to
procedures to address them.
call on junior colleagues.
10 Mastering the Inventory Puzzle
44 Magic of Goals
Though developing a comprehensive
All of us like setting new goals, both
inventory strategy is a complex task, you
personal and professional. Why do we
can use operational metrics to ensure
fail to achieve these goals? How can you
effective planning and management of
achieve a higher success rate?
your merchandise.
information technology 14 Going Global: Lessons for the CIO
departments Editorial ......................................01
Sophie V. Vandebroek, Chief Technology
Industry Update......................... 04
Officer for Xerox Corp. discusses
Product Update ....................... 108
the lessons learnt as the company
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september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
Every year we analyze the performance of the nation’s largest and most profitable manufacturing companies. In our 9th annual ranking we present organizations that have recorded outstanding achievements for the 2010 financial year (year ending March 2010). This year, we selected a total of 2,297 profitable manufacturing companies for our analysis. This represents an increase of 13 per cent over last year’s list. Of these, 726 organizations were grouped into the Top 500 Manufacturing Companies list (Volume 1), while the remaining 1,571 organizations were classified as Top SMB Manufacturing Companies (Volume 2). Our rankings of companies are derived by comparing relative performance of each company across nine financial parameters.
Ranking Methodology Overall Rankings Sectoral Rankings
50 52 96
advertiser index Ace Micromatic ......................................101 BFW ..........................................................43 Bry Air Asia ...............................................45 CHEP ....................................................16-A Diesl ....................................................8—11 Disa India ................................................. 41 ExxonMobil........................................IFC, 29 Fuji Electric .............................................. 31 Future Supply Chain .........................20—23 Guhring India ........................................... 37 GW Precision............................................BC Haas Automation ....................................... 5 Holdwel ....................................................13 JCB ...........................................................25 Kennametal ......................................46—47 KMT .......................................................... 17 Maersk Line ............................................33 Mitsubishi Electric ..................................... 3 National Instruments ................................ 7 Omron Automation ................................120 Premium Transmission ...........................39 Schneider .................................................15 Schunk India ............................................ 27 Siemens ...................................................35 Taegutec..................................................IBC Wipro ........................................ 48-A, 50-51
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industry update
Lighting Science, Dixon Partner for LED Lights
D
ixon Technologies India and the Lighting Science Group have announced a manufacturing and distribution partnership for a full range of LED lighting solutions in India. The products include street lights, outdoor and industrial light fixtures, and replacement bulbs. The two companies have demonstrated their first joint product — a high-performance, 60-watt equivalent omni-directional A19 LED bulb that will be available in India later this year for less than `675. This product will be sold worldwide by Lighting Science Group early next year. The Definity bulb fits
into existing light sockets, and creates a clean, bright light level equivalent to a conventional 60-watt incandescent bulb using 85 per cent less electricity. It is also designed to withstand the variable quality of power in India. The Indian market for LED lighting is expected to reach `1,600 crore by 2015. “Our partnership with Lighting Science Group will make LED technology available for large scale implementation in the Indian market and we expect to be the market’s leading seller of LED lighting within two years,” claims Sunil Vachani, Chairman and Managing Director of Dixon Technologies.
KBL Valves Secure Factory Mutual Certification
K
irloskar Brothers Limited (KBL) has received the Factory Mutual (FM) approval certification for its gate valves in the size range of 50 to 250 mm. FM is a leading third party testing and certification agency for fire protection and loss prevention products. KBL is India’s first valve manufacturer to secure a certificate of compliance from FM, and is now capable of providing FM/UL certified products in conjunction with its UK-based subsidiary SPP Pumps. KBL’s valve manufacturing facility is located at Kondhapuri near Pune, and can produce industrial and waterworks valves up to 5000 mm. “This certification is another step towards delivering the best to our customers. I am sure this will further strengthen our position in the fire-fighting segment as we can now of offer an extended package,” comments Jayant Sapre, Director, KBL.
Tata Elxsi Gets New Design Head
T
ata Elxsi has appointed Nick Talbot as its global head for Industrial Design (ID). An alumnus of Royal College of Art, London, Talbot has a Master’s degree in Transportation Design. He has more than 20 years of experience, and has worked on projects like a train for Bombardier, a concept
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september 2011 VoL. i | industry 2.0
show car for Ford, the production of prototypes for ENV — the world’s first hydrogen fuelled motorcycle. More recently, Talbot led the team that created the ‘Aircruise’ concept for Samsung Construction. He has also been the recipient of the Giugiaro Award for Transportation Innovation.
- technoLogy management for decision-makers
FormWeigh.Net SimpliFieS preciSioN meaSuremeNt
M
ettler-Toledo India has launched its FormWeigh. Net solution to streamline dispensing and formulation tasks, and to improve process efficiency. FormWeigh.Net v2.0 runs on PCs as well as on rugged industrial terminals, and is suitable for wet, harsh and hygiene sensitive areas in combination with reliable weighing technologies. The key elements in the new system are the clear and easy to understand dialogues in the user terminal, and the availability of security features like barcode verification scans and traceability. All recipe details, order data and executed work steps are stored in the centralised database, and can be retrieved at any time for monitoring and reporting.
at&F commeNceS iNdia operatioNS
U
S-based steel welding and fabrication company, AT&F, has commenced India operations. President Michael Ripich said, “We see energy, defence and shipbuilding as markets where we can provide the most value in India. The greatest things that we have to offer the Indian marketplace are not just the steel fabrications, but also detailed documentation of work systems and processes. This will differentiate us from other fabricators, and give us a competitive edge.” The company plans to bring in state-of-the art technologies. AT&F India’s Mumbai-based manufacturing capabilities include 13,000 sq mts of fabrication facilities, with 50-ton lifting capacity, heavy plate cutting, rolling and welding.
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industry update
DuPont Sets Up Innovation Centre
T
o support the automotive industry, DuPont is setting up its India Innovation Centre in Pune. “The Collaboration Space in the Centre provides an environment for our customers and partners to connect real time with 9,500 DuPont scientists, chemists and engineers located in 100 Diane Gulyas, President Polymers, DuPont launches the India Innovation Centre in Pune R&D and technical centres around the world. By tronics and communications markets. leveraging the DuPont global network, The Thailand Centre will be working on we can work with our customers and programmes around renewable energy partners to meet the needs of the fast initiatives and products. expanding Indian automotive industry,” DuPont India is a wholly-owned explains Balvinder Singh Kalsi, Presisubsidiary of US-based EI du Pont de dent, South Asia, DuPont. Nemours and Company. The company The DuPont India Innovation Centre markets a wide range of products, inis one of the four new global DuPont cluding polymers and paints to a variety Innovation Centres in Asia Pacific. The of market segments. With over 1900 other three centres are located in South employees and six production facilities Korea, Taiwan and Thailand. While the in three locations, DuPont India has Innovation Centre in Korea services the been growing at a double-digit rate anelectronics and automotive industries, nually for the last five years. the one in Taiwan focusses on the elec-
Honeywell, SAP Collaborate on Interoperability
H
oneywell is working with SAP to deliver collaborative solutions that will enable data generated from an industrial plant to be used for better business decisions. The companies will jointly offer integrated solutions, initially focussed on the oil and gas market, that combine Honeywell Process Solutions’ (HPS) deep domain expertise in production planning and scheduling with SAP’s know-how in enterprise resource planning (ERP), supply chain logistics and business analytics. “Our integrated portfolio will help oil and gas operations run better by enabling the closed-loop management of
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september 2011 VoL. i | industry 2.0
operations performance,” said Kerstin Geiger, co-head, Industries Solution Management, SAP. The two companies believe that this collaboration will effectively address the knowledge gap between business and operations groups in both upstream and downstream oil and gas organisations through greater sharing, collaboration and analysis of relevant data generated at both the plant level, and across the enterprise. “Collaboration between the manufacturing and commercial sides of oil and gas organisations can be a challenge,” explains Norm Gilsdorf, President, Honeywell Process Solutions.
- technoLogy management for decision-makers
praxair SetS up NeW plaNt
P
raxair India is setting up a new air separation plant in Kalyan to serve the Pune-Mumbai industrial corridor. The plant, with a capacity of 300 tons per day, is scheduled to commence operations in late 2012. It will supply liquid oxygen, nitrogen and argon to customers in the Maharashtra and Gujarat regions. “This plant will help Praxair India move closer to its customers and expand its geographic reach,” said Asit Gangopadhyay, Managing Director, Praxair India.
ptc expaNdS SolutioN portFolio
P
TC has acquired 4CS Solutions, a developer of warranty management and service lifecycle management software. 4CS’s solutions complement PTC’s existing service information software that allows an OEM to manage the product-support ecosystem with intuitive, configuration-specific service procedures, 3D parts lists, and interactive training materials. “Capturing intelligence about actual post-sale product performance and service effectiveness — ultimately delivering that information back to product development — can deliver true long-term competitive advantages for OEMs,” Jim Heppelmann, President and Chief Executive Officer, PTC, said. 4CS and PTC solutions will enable companies to develop and provide guidelines and service policy coverage before it is performed, to comply with plans and procedures, automate warranty and service processes to capture complete service history and updates, by leveraging data captured for reliability and maintainability analysis.
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supply chain & logistics
Gap Analysis in Supply Chain Management
Illustration: www.photos.com
How does the Compliance Department make certain that the Supply Chain Management Department as a ‘risk centre’ and the employees as ‘risk owners’ have a system in place to know, abide by and monitor the compliance of the laws under their domain? Here are a few questions that the Compliance Officer may pose to the SCM department in order to perform a gap analysis regarding policies and procedures: (Note: many of the questions listed below are similar, if not identical, to the ones I posed for dealing with the HR department. Obviously, there are overlapping questions, but it is important to document that the question has been asked and answered with all ‘risk centres’).
The key to compliance is having the proper structure to identify the issues, implement policies and procedures to address them by thomas fox
T
here is no question but that international trade is more prevalent now than ever before. In many industries, international trade is more of a necessity than a luxury. The ability
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september 2011 Vol. i | industry 2.0
of a company to compete and financially grow in a particular industry may depend upon tailoring a programme to buy and sell goods and services from and to companies and consumers in other countries. There are numerous laws (international, federal, state and local) that employees within the Supply Chain Management (SCM) Department are required to comply with in order to perform the responsibilities inherent in their jobs.
- technology management for decision-makers
1 Does the SCM department have an inventory of policies, procedures, laws and regulations covering supply chain related matters applicable to the company’s business? 2 If yes, do you have a specified person who is in charge of updating the inventory? 3 If no, what system does the SCM department utilise to ensure that it is aware of the various laws and regulations
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and has a process to comply with them? 4 What evidence would the SCM department be able to produce to the government to support a finding that the company has a solid compliance programme for applicable supply chain laws and regulations? 5 What types of enforcement actions are predominate in the supply chain arena? How does the SCM department track such actions? (i.e. import and export requirements; customs; freight forwarding, port clearances, ‘deemed exports’, blocked persons; etc.) 6 Are employees within the SCM department specifically trained to understand compliance requirements applicable to the supply chain arena? 7 Does the SCM department provide senior management with periodic updates on the monitoring of results, key risks, and compliance violations within SCM? 8 Has the SCM department established some type of escalation criteria to ensure that high-risk issues are reviewed at the corporate level? 9 Does the SCM department have compliance monitoring standards in place? Does the SCM department perform periodic audits to ensure that the policies and procedures are being complied with?
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10 Do any of the following laws impact the SCM department? Foreign Corrupt Practices Act; Embargo; Anti-Boycott; Anti-Money Laundering; Export Administration (such as ITAR, EAR and OFAC or ‘deemed exports’?); Custom and Import laws? These are only a few of the questions that you may want to ask to begin the process of assessing what laws and regulations applicable to the Supply Chain Management Department apply to your company. In addition, I am always looking for good resources so that I don’t have to recreate the wheel. Here are a few that I found searching the Internet that may be of assistance in identifying legal and regulatory requirements applicable to SCM department.“Getting the Deal Through Online” http://www. gettingthedealthrough.com/ This website (free for in-house counsel according to the website) provides international guides to law and regulation in 45 practice areas and more than 100 jurisdictions. There are books addressing Public Procurement, Anti-Corruption; Mining; Oil; and Gas Regulation to name a few. Each book is written in a question and answer format addressing many common issues that arise with the particular topic of the book. Each chapter focusses on one of the various international jurisdictions highlighted. Gregory Husisian, Foley & Lardner, LLP, wrote a great article in January 2009, ‘Coping with US Regulation of International conduct: Compliance Strategies
industry 2.0
for the Foreign Corrupt Practices Act, Export Controls, Sanctions, and Anti-Money Laundering Laws and Regulations’. My final suggestion is to work with the Supply Chain Management Department (and possibly the Audit) department to have a consolidated ‘Supply Chain Management Compliance Audit Checklist’ that can be used to audit (and document) the company’s SCM Compliance Programme. When in doubt, contact a good attorney both in the US and locally in whatever foreign country you are operating, and have them
15% organisations have hybrid apps
or public cloud in
production
review the SCM Compliance Audit Checklist. Enlist their help in keeping you advised of changes in the applicable laws and regulations, which apply to the SCM department of your company. The key to compliance, in my opinion, is having the proper structure to identify the issues, implement policies and procedures to address the issues, audit for compliance and document, document, document. Mary Shaddock Jones, Attorney at Law can be reached at msjones@msjllc.com This article is printed with prior permission from www.infosecisland.com. For more features and opinions on information security and risk management, please refer to Infosec Island.
- technology management for decision-makers | september 2011 Vol. i
9
supply chain & logistics
Mastering the
Inventory Puzzle Improve operational metrics through effective planning and management of your merchandise
Picture courtesy: www.photos.com
by curt barry
I
nventory management and forecasting are strategic issues. Companies that recognise this fact can often deliver higher levels of service to their customers, and achieve improved financial performance. However, developing a comprehensive inventory strategy involves a number of departments — including fulfilment, marketing, and merchandis-
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september 2011 Vol. i | industry 2.0
ing — as well as inventory control. It also involves implementing inventory best practices. Here are 14 best practices that can benefit your business.
1
Synchronise Promotions
Successful strategic inventory management relies on tying creative and marketing plans
- technology management for decision-makers
to merchandising plans. Marketers should collaborate with merchants to develop company-wide planning calendars and projections for promotions across all channels — catalog, online, email, stores, etc. Only then will the inventory control group and production be able to properly plan material purchasing and ensure product availability to support these events.
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There are three aspects to this planning. First, the marketing department should compile and continually update the marketing calendar. Second, the marketing team needs to plan expected orders, by week, for the promotions. Third, the inventory control and merchandising teams plan the demand in units for the promotions. Ad hoc e-mail and print campaigns can often trip up merchants. Even while the campaigns appear on the marketing calendar, no one decides or reveals which specific items will be promoted until it is close to the deadline for the promotion. By then products may not arrive in the distribution centre. This lack of planning can cause contention between different channels, leading to customer frustration and backorders.
2
Revamp Organisational Structure
To implement more-streamlined inventory practices, many companies have adopted a new organisational structure: The merchandising department handles product selection, sourcing, and development and works with the creative department on promotions. The inventory control group is primarily responsible for overseeing the prior season’s category and item history, working with the merchants on assortment planning, managing the inventory, forecasting, reordering, receipt planning, post-mortem evaluation of item performance, and vendor communication and compliance. Merchandising may still place initial purchase orders, but in most cases inventory control will pick
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up relationships with vendors and do the necessary reordering and stock balancing.
3
Take a Long View
4
Enforce Vendor Compliance
5
Track Key Metrics
Rather than planning items one promotion at a time, plan an item across promotions. Doing so enables you to plan receipts in line with promotions, reduce backorders, make minimum order requirements, and significantly reduce planning time.
The inventory control team is generally responsible for administrating vendor compliance policies because they communicate most frequently with the vendors. One of the basic goals of a compliance programme is to push inspection up the supply chain. Problems can be more readily corrected if they are identified before product ships to the distribution centre (DC), rather than upon arrival at the DC. Compliance policies should include routing guides, item specification sheets, retail and direct packaging, accounting and paperwork standards, company contact lists, chargeback policies and schedules, and advance shipment notice (ASN) and systems standards.
promotions may be different from those for catalog inventory. Some popular metrics include: top-line and bottom-line growth, maintained gross margin, initial customer order fill rate, final fill rate/returns/cancellations, gross margin return on investment (GMROI), cost of backorders, age of inventory, measures of overstock, and write-downs as a percentage of costs.
6
Select the Right Systems
At the heart of capturing metrics are your systems. Keep in mind that metrics produced by systems will be used for dashboard reporting to top management, and that management will need drill-down capability to see details at lower levels of reporting such as merchandise divisions. Analyse your demand
An industrial engineering axiom states that what isn’t measured can’t be improved. From an inventory perspective, the metrics are the same for online sales as for catalogues, although the forecasting systems requirements for internet
industry 2.0
- technology management for decision-makers | september 2011 Vol. i
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supply chain & logistics to actual, imported vs domestic product, etc.
9
channels and patterns, and develop systems functions accordingly.
7
Master Scheduling is Key
A system with masterscheduling capability takes into account all promotional plans by item. It will also add demand projections by week, subtract returns and cancellations, add in the expected receipts and plot delivery dates for purchase orders (POs), and then calculate whether an item is running short or overstocked across channels. Because the calculations are by week, you can see where more on order is needed, or the effect of delaying POs on the net requirements. To acquire a system with this capability, the organisation will need to make a significant investment in IT and tracking technology.
8
Adhere to Exception Reporting
A natural outgrowth of systems with master scheduling, exception reporting helps rebuyers and inventory managers know where to take action without their having to review every item every week in detail. Retail and direct inventory systems both use exception reporting. Some examples of exception reports include: management reports (for instance, top 50/bottom 50 in sales), product characteristic reports (e.g., all items in a certain fabric across departments), ranking reports for returns, cancellations, gross margin, and liquidation, forecast variance plan
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september 2011 Vol. i | industry 2.0
Identify Lost Demand
To capture and plan for phantom, or shadow, demand, merchants must record order information. For web-based sales systems, analytics systems can provide reports that indicate when items move in and out of a customer’s order process. Once you’ve captured the metrics, you can report to the merchants the consequences of being out of stock in cases when customers substituted items for those that were sold out. Then the numbers need to get into merchandise planning for the next season. Catalogues have found that bestsellers that were out of stock might have been able to sell an additional 10 to 30 per cent based on phantom demand.
10
Plan by Assortment
Assortment planning of categories and products relies on the past sales performance of items or, for items not sold in the past, similar product, along with item availability. Retail assortment planning is top down by category and bottom up by item.
11
Track Inbound Receipts
12
Create Coverage Reports
Inbound tracking not only benefits the fulfilment operation, but also helps inventory management. Smaller companies often lack this capability, and it can really hurt their DC planning and customer service.
Coverage is defined as having sufficient quantities of products already in the DC when a promotion is in-home. Companies need to develop coverage reports to show how much is
- technology management for decision-makers
in DC vs the initial demand projected. If you don’t have sufficient quantities of a product, you’re going to create backorders early in the promotion. Merchandising and inventory control need to follow up closely with vendors to ensure higher initial coverage by the time first orders arrive.
13
Balance Under and Overstock
14
Optimise SKUs
What is the balance point between the cost of being out of stock on an item and the cost of overstock (margin loss you experience from liquidating categories of product)? Chief financial officers (CFOs) often try to identify this at a top level. Merchants and inventory control experts need to identify how much risk lies in being under or overstocked as they do the merchandise planning. New items, exclusives, and imports obviously have much more risk. Exclusives and imported merchandise may also have higher minimum quantities.
SKU optimisation crosses the borders of finance, DC, and inventory management. Merchandise with high SKU counts (bedding, shoes, apparel) creates the biggest challenges. Now companies recognise that the cost of fulfilment (labour, space) and liquidation for slow-moving items can be high compared with their actual sales. SKU profitability or optimisation needs to be determined with fully loaded costs (advertising costs, fulfilment costs, overhead, etc.). Curt Barry is President of F Curtis Barry & Company, a consulting firm specialising in direct marketing operations and fulfilment, 3rd party literature and product fulfilment search and selection, merchandising, inventory management and planning, business strategic planning, and benchmarking. You can contact him at 804.740.8743 or at cbarry@fcbco.com. His website is www. fcbco.com.
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information technology
Sophie V Vandebroek
Chief Technology Officer, Xerox Corp and President, Xerox Innovation Group
“Create open innovation networks� Sophie V Vandebroek, Chief Technology Officer, Xerox Corp and President, Xerox Innovation Group in a conversation with Harichandan Arakali, discussed the lessons learnt from her experience at Xerox, as the company transformed itself into a technology-services-led organisation 14
september 2011 Vol. i | industry 2.0
- technology management for decision-makers
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information technology How important is the India market for you? India is a market that global companies can’t afford to ignore. I also see Indian corporations engaging with the rest of the world more ambitiously than ever before. It is a very exciting time and also a very challenging one for CIOs. Xerox’s own story over the last few years holds some lessons for Indian business and technology leaders. Xerox today is global, we are on every shore. The Xerox Research Centre India, inaugurated last year, is our latest addition to the global research centres. The Centre is also an excellent example of how Xerox transformed itself from a technology-driven to a services-led company. We are tapping global resources, serving global customers, and continue our unshakable commitment to research and development.
Company: XeroX Corporation EstablIsHEd: 1906 HEadquartErs: ConneCtiCut, uS produCts: printerS, CopierS, SCannerS, projeCtorS, DiSplayS EmployEEs: 136,500
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Is it important to constantly transform yourself as a company? Yes, definitely. As the world changes around you, your company has to change. For example, over the last few years, Xerox has made significant changes in the legacy perceptions of our brand. Many companies talk about transformations. We’re doing it and it’s a lot of fun for us and a great opportunity for our clients. Two years ago, 25 per cent of our revenue came from services. It’s now 50 per cent. Two years ago, we were a $16 bn company. This year, we’ll top $23 bn in revenue. Today our core competency extends well beyond the document, to business services, giving us leadership not only in document outsourcing but also business process and IT outsourcing. Our services-led transformation has helped millions of end-users. We process over 900 million health care claims each year. Our call centres handle 1.5 million
september 2011 Vol. i | industry 2.0
phone calls each day. We process 11 million students loans annually. Almost 10 million employees and retirees are served by our Human Resource services business and transportation authorities in over 30 countries are now served by us; we process over 37 billion public transport fares each year. What is the most important lesson you’ve learnt around how research supports this transformation? Yes, you have to make sure that your investment areas are aligned with the future direction of your company. Let me share with you our four major innovation investment areas. Our first innovation focus area is in robust processes and platforms that allow us to implement agile business processes for our clients so they can reduce costs, be more productive and simplify ways of getting work done. Our services innovation automates processes that previously were done manually. We are creating business processes that can recognise, sort, edit and store all forms of information faster and more accurately. Our services are platform-based, becoming more and more cloud-enabled and they allow mobile workers to access the information they need no matter where they are (today we have mobile print). One example is in our eDiscovery business where our software now allows automatic categorisation of millions of documents such that lawyers no longer manually need to go through each document. Secondly, we are investing in capabilities that allow us to harvest knowledge from information. Making sense of unstructured information has been a core competency of our researchers for many decades. Just look at your own communication streams (email,
- technology management for decision-makers
LinkedIn, Facebook, Twitter) to grasp the information explosion trend. One zetabyte of information will be created or shared in 2011 alone. This is a trend that is accelerating and will increase 40 fold in the next decade. Thirdly, we’re investing in advanced technologies that improve the efficiency, economics and relevancy of personalised business communications and printing applications. Our innovations extend from affordable ubiquitous colour printing, easy cross-media personalisation to individualised labels, packaging and personalised products. Lastly, we are enabling the Sustainable Enterprise. Advanced technologies can minimise the environmental impact of business processes and document management. We are doing this in several ways. We are minimising the environmental footprint of enterprises by using advanced software to reduce the number of imaging and we are investing in solid ink technology which has 90 per cent less waste than laser printing. We are also investing to significantly increase the life of the product components; and switching to a renewable resource base for toners and inks. What are your recommendations on how to quickly build competencies in these new areas? You need to create open innovation networks. These networks are relevant no matter what your company does. Open Innovation is at the core of how our research is conducted here in India. We bring together researchers in India with scientists and engineers from across Xerox and partner with leading academic institutions, research labs, and industry partners. An extensive fellowship and internship programme complements these Open Innovation partnerships.
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information technology Xerox research takes place around the globe; let me highlight some of the key competencies for our other four research centres, most of which work in close collaboration with the Xerox Research Centre India. Located in California is the Palo Alto Research Center, or PARC. A decade ago, PARC was incorporated as a wholly-owned company, which allows them to perform leading edge research for Xerox as well as other global clients. Researchers are leaders in enterprise computing, services sciences, renewable energy, work practice, and natural language processing linguistics and much more. Located in Rochester, New York, is the Xerox Research Centre Webster. It houses our core competencies in workflow automation, digital imaging, and next generation printing systems. Just outside of Toronto is the Xerox Research Centre of Canada, where we focus on materials science and chemical engineering
and where we make sure we have state of the art toners, inks and materials in our digital systems. Nearly 20 years ago, we established the Xerox Research Centre Europe, located in the technology-rich Grenoble area of France, to create innovative document technology and drive the corporate transition in becoming a services-led technology business. This centre’s core competency includes work practice analysis, linguistics, machine learning, data mining and software engineering. In addition to the Xerox Centres, we collaborate closely with our joint venture partner Fuji-Xerox in Japan on several research, technology, product and go-to-market programmes. any other lessons you want to share? Success in each of your key investment areas is closely tied to being where your customers are. Our investment in the emerging markets is an outstanding example of that principle. It is all about being sensitive to local nuances, understanding what works and what shouldn’t be imposed, and hiring the best local people. Before inaugurating the research centre in India last year we didn’t have a research presence in the emerging world. Doing so is critical to truly understanding the wishes and worries of clients we serve within India and the emerging world and to create solutions to address these pain points and dreams. The India Research Centre’s charter is to explore, develop and
“There is still a shortage of talent in engineering PhDs and high-end computer sciences in India” 18
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- technology management for decision-makers
incubate innovative document solutions and services for our global customers, with a special focus on emerging markets. Research activities are aimed at exploring and developing innovative document management solutions for emerging markets by bringing Xerox’s world-class expertise in imaging, smart document management, linguistics, and ethnography to address locally relevant problems. An equally important focus is on leveraging the latest technologies and paradigms such as cloud and web computing, human computation, social networks and computational economics to advance innovation in solutions and services delivery for Xerox’s global markets. The mission of the research lab in India is to fundamentally understand the market quickly and give Xerox the opportunity to innovate in the emerging market. We need to be agile in understanding the customers’ needs by partnering with the right people. So, the researchers and our partners here are our eyes and feet on the street. They are our link to the local customer. What are the key challenges in doing research in India? One issue is talent. There is still a shortage of talent in engineering PhDs and high-end computer sciences. Both academic institutions and the multinational companies in India want highly qualified people. A win-win here was to partner with the best minds in India. This gets back to my first lesson about creating strong open innovation partnerships. Today we have partnerships with leading technology schools: with the IITs in Kharagpur, Madras, and Bombay. We also have a partnership with IISC, Banglore, and one with ISB, Hyderabad.
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Making a SucceSS of
LogiSticS outSourcing Logistics outsourcing is a major cultural integration, whether you manufacture and distribute,or simply distribute as you go to market. If your company’s business strategy, capitalization or reinvestment ratio do not enable regular and adequate investments in logistics processes and technology, outsourcing the function can make more than good sense. In fact, it may be the only practical way for you to satisfy the service needs of your customers as the pace of competition steps up. by randall l. telfer
Powered by
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that any methodology or process is only as good as the experience, insight, and creativity of the people who are leading the execution. Now, let us dig a little deeper into what makes up the backbone of a sound outsourcing methodology.
1
BASELINING
A detailed baseline that includes financial and service quality elements is one of the most important tasks in the entire process. This baseline assessment should be carefully aligned with the company’s goals and priorities. You will need to make the tough choices and calls.
The baselining should be as organized and reliably quantified as possible, since the 3PL companies will make their projections on this analysis. Your baselining will have to survive the test of a full audit with both your own financial leadership, and the 3PL audit teams. All logistics and related physical distribution costs will need to be delineated by site, provider and cost center.
2
RISK ASSESSMENT
This is cross-functional activity, and should reflect the processes that are used throughout the organization’s operations — not just the logistics and commercial organizations. Once the outsourcing decision is made, the sequencing of actions, plans and communications will become critical to success. Ensure that you assess workforce sensitivities and attrition of key employees — since
- technoLogy management for decision-makers
they can undermine the best planning at almost any stage.
3
BENCHMARKING
Benchmarking, correctly done, involves significant pre-work. This is not a just a visit or flyby, it should be a full physical analysis of an operation’s anatomy and a deep probe of its mental health as well. We would suggest benchmarking of a similar, non-competing operation that is being led by the 3PL service provider. The benchmarking team should comprise of staff from quality, finance, IT, sourcing and operations. The full diagnostic should evaluate proven proficiency in areas like: • Logistics planning acumen (all transport modes, including domestic & international) • Logistics technology and investments • Career paths and development of 3PL leaders (e.g., operations and IT, site leaders and warehouse associates, etc) • Transportation and warehouse portfolio integration • Business team integration • Cost effectiveness • Service quality focus • Established metrics, with historical performance measurements
4
REQUEST FOR PROPOSAL
Create a standardized format for request for proposal (RFP) that itemizes costs so that it can be easily compared with the baseline data. A bold statement, which prohibits asterisks or caveats, will equalize the competitive playing field. Since all 3PL’s are not equal in their quality of project management, technology and leadership, you should structure the RFP to assess these salient attributes. Make sure that your RFP accurately reflects both the current and future size, scale, and functionality of the supply chain network. Continued on pg. 22
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Picture Courtesy: Future Supply Chain Solutions Ltd
O
utsourcing of logistics activities is becoming increasingly popular amongst manufacturing and distribution companies. In fact, the scope of outsourcing is expanding beyond transportation and warehousing activities to encompass sourcing and procurement. Some companies even have “virtual manufacturing,” a polite term for someone else doing the heavy lifting. While there is no doubt that outsourcing can elevate service offerings, reduce costs, and re-deploy and re-leverage precious corporate assets in a wide variety of industries, it necessary to be aware of the pitfalls and challenges in making this business relationship a success. So, it is important to review the lessons learned in the past, because the process complexity involved in outsourcing, whether of the third-party logistics or any other variety, has not simplified over time. Instead, it has increased. To ensure that you properly assess the relevance, scope, and proper timing of outsourcing, you need to adopt rational, defensible process and an objective methodology that will enable you chart a successful path to logistics outsourcing. You should also keep in mind that that the business leadership (your boss, or your boss’s boss) will periodically cut into your timelines and attempt to bring in perceived deliverables, benefits, and savings sooner than they can actually be achieved! The methodology that we have used successfully covers seven key areas. These include: 1. Baselining 2. Risk assessment 3. Benchmarking 4. Request for proposals (RFP) 5. Contracting for value 6. Service provider selection 7. Implementation Though methodologies are not very exciting on the surface, it is the detail behind it that provides the weight and value. However, it is important to note
case study How does Future Supply Chains provide end to end visibility, thereby Managing Variability and Reducing Uncertainty in supply chain?
Future Supply Chains’ technology-enabled Supply Chain provides end to end visibility, thereby Managing Variability and Reducing Uncertainty Future Supply Chains has implemented a host of integrated software and hardware to provide online real time visibility across all legs of ‘Store’ and ‘Move’ in the supply chain. Key decision-makers throughout the supply chain network have ready access to the online systems which helps them to quickly understand current situations and determine the right course of action—a parameter very crucial in supply chain success.
Technology and Automation across Supply Chain
Picture Courtesy: Future Supply Chain Solutions Ltd
From picking goods from the vendor to warehousing solutions and the goods reaching the end-user, everything is online which enables the customer to be in online control. It starts with the Vendor Relationship Management Portal, which gives complete visibility of Inbound Logistics, right from raising of PO to payment to the vendor. The second leg is the movement of goods from the vendor to the next destination in the chain. Through the Transport Management System and Vehicle Tracking System, Future Supply Chains managers and their customers know exactly where the vehicles are on the map of India up to the last meter. If the vehicle
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appears stalled, then the driver is called immediately and corrective action, if required, is taken.
State-of-the-art Distribution Centres (DCs)
At the Distribution Centre (DC), the complexity increases manifold since the number of SKUs run into millions. Future Supply Chains uses advanced Network planning and analysis tool to model optimized supply chain network for its customers. The warehouses have transitioned from multiple low height sheds to large but limited number of consolidated best-in-class, highly mechanized and automated DCs. Future Supply Chains DCs are equipped with state-of-the-art imported Material Handling Equipments such as Reach Trucks, Stackers, Fork Lifts, Pallet Trucks, Roll Cages and Put to Light Sortation System. Future Supply Chains has implemented a best-in-class Warehouse Management System (WMS) in its DCs, customized rigorously and intensively to cater to huge volumes and variability. WMS provides complete visibility of inventory in the warehouse, enables cross docking facility and is also helping in slotting to maximize productivity. It minimizes disruptions that result from demand variability by enabling adjustment of product placement according to seasonality, special promotions, and changes in customer order patterns. This results in complete visibility of inventory and the warehouse processing in the system, and leads to improved order fulfillment and accuracy especially the order line fill rate at SKU level – a very important parameter in implementing successful outbound supply chain services. Complementing WMS is the Put to Light (PTL) Sortation system. PTL is a light directed sortation mechanism which is
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used to send out goods to a large number of customers. Using this system, ● Order pick accuracy is almost 100% ● Speed of sortation has increased by more than 40% ● Order processing capacity of distribution centres have dramatically expanded ● Visibility of inventory at every stage has increased Enabling the WMS and PTL is the automation through conveyor systems, print and apply and weight check systems. The conveyors divert boxes as per their allocation in the warehouse. The print and apply systems automatically label the boxes for dispatch. The weight check systems at Inward and Dispatch check for any discrepancies in stock quantity or type. This ensures Secured Guaranteed on Time in Full (SGOTIF) for all deliveries of our customers Future Supply Chains integration of Technology, Infrastructure, Automation, Process, People, Know-how and Expertise across the supply chain helps customers reduce uncertainty and manage variability; thereby helping increase their sales and profitability. n [Advertorial]
- technoLogy management for decision-makers | september 2011 | VoL. i
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Contracting for value is intended to improve financial and service quality performance — not eliminate costs and risk customer relationships. New business models like gain-sharing and activity-based contracting can lead to effective 3PL partnerships. Gain-sharing is a mechanism that can reward, on a prorated basis, both your company and the 3PL for delivering savings. It can be particularly effective in reaching, and even exceeding, “stretch” targets. In some cases, gain-sharing savings can become a major contributor to achieving company-imposed productivity and savings performance targets. Activity-based contracts can tilt benefits toward the company, particularly in cases when customer demand is volatile or seasonal. However, while the company might enjoy minimal costs during periods of low volume, the 3PL can easily become disenchanted by an irregular, and unpredictable revenue stream. Depending on what components of the supply chain you are looking to outsource, the risks and rewards on inventory management might not be easy for a manufacturer to relinquish. Further, it is almost certainly difficult for the 3PL to take on the risk, if the 3PL’s scope does not include forecasting and demand planning. Also, you will probably face superficially less attractive savings if your budget doesn’t reflect imputed interest charges incurred at the corporate level.
6
SELECTION
The selection step assumes not only that the preceding steps have been executed, but also that you and your management feels good about the assessments and development work. It is good idea to select a single 3PL service provider, instead of appointing multiple ones. We know some wellknown companies that have split their outsourcing contract, or assigned sites between two lead 3PL companies. But,
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we are convinced that this leads to supply chain fragmentation and inordinate confusion. Selected service providers must be intimate and integrated to gain the greatest benefit, and to achieve the promise of outsourcing. They can’t be treated the way companies treat competing materials suppliers — it just leads to wrong kind of competition, and a misdirection of energy and effort. The only valid premise for selecting multiple service providers is one in which each would have clearly defined roles and responsibilities, based on their capabilities and geographic presence, in a three-way relationship with the organization.
• Assign singular project leadership to the 3PL, with joint direction from a company-3PL directorate. Joint project management doesn’t work • Plan early and often, and do as much as possible beforehand. Over-commit resources — site conversions are almost always rushed, especially in IT and training • Build in operational and business case contingencies for unforeseen delays that could dilute or delay savings realization • Take the longer view on where to house 3PL project leadership. Place them where the real action is. • Regularly re-visit risk assessment, probabilities, dependencies, and mitigation strategies during the implementation process
Final Words
It is important to note that the selection step also involves the development of an explicit company-CEO and 3PLCEO bond. They need to co-develop and own a common vision and a set of objectives for the outsourcing initiatives.
7
IMPLEMENTATION
Far too many CEO’s (and sometimes logistics professionals) underestimate the complexity of even niche outsourcing , let alone a total outsourcing solution. Here are some “Golden Rules” to keep in mind as you plan and proceed with implementation: • Implement on a full fiscal year calendar cycle (unless business needs are compelling); this will make the quarterly and year-to-year financial comparisons cleaner • Don’t downsize the existing logistics team prematurely; individuals may fit with the 3PL company’s plans or needs
- technoLogy management for decision-makers
It necessary to be wary as outsourcing discussions evolve during the contracting process, and the length of the agreement’s term creeps upward to five, or even ten years. It is generally very complicated and very costly to get out of a multi-year deal with a 3PL that is well integrated into your business processes. Always remember to keep the options orientation, and do a world-class job of baselining. Choose a 3PL as if you were selecting a spouse, and build multi-level organizational bonds within the 3PL partnership relationship. In conclusion, is outsourcing a panacea for all problems? Of course not. But, depending on your company’s circumstances, it can be a cure. Outsourcing can definitely maintain your competitiveness, help meet your cost objectives, drive up asset utilization, and help achieve your company’s strategic focus. n Randall L. Telfer is in the Supply Chain Integration practice of The Progress Group (www.theprogressgroup.com) with lead responsibility for Logistics Strategy and Third-Party Logistics efforts.
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Picture Courtesy: Future Supply Chain Solutions Ltd
5
ONTRACTING FOR VALUE
management & strategy
Top Executives Need Feedback Here’s how they can get it As executives become more senior, they are less likely to receive constructive performance and strategic feedback. They can get it by calling on their junior colleagues by robert s kaplan
The Problem
Subordinates don’t want to offend the boss. Therefore, as you become more senior in an organisation, you tend to get less feedback. Over time, you risk growing confused about your development needs and becoming isolated from criticism.
Why it Matters
Your junior colleagues represent an untapped source of feedback that can help you materially improve your performance. They can also provide valuable input on key strategic decisions.
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What to Do About it
Start by cultivating a network of junior coaches who are willing to tell you the things you don’t want to hear. Then, push feedback further by empowering them to look at your business with a ‘clean sheet of paper’. By the time you become a senior executive, you have no doubt honed a set of skills and talents that enable you to be effective in your job. To help you get to this point, you likely had coaches and mentors who closely monitored your progress, prodded you to develop your talents, and,
- technoLogy management for decision-makers
when necessary, confronted you with criticisms that you may not have wanted to hear but needed to hear in order to continue your upward path. At this stage in your career, most (if not all) of your colleagues are probably subordinates. While you may be ‘overseen’ by a board of directors or very senior boss, your superiors probably no longer closely observe your daily behaviour. Instead, they now form their opinions of you based on your presentations in relatively formal settings or on secondhand reports from your subordinates. As a result of this, many executives find that as they become more senior, they receive less coaching and become more confused about their performance and developmental needs. They may also become increasingly isolated from constructive criticism — subordinates do not want to offend the boss and may believe that constructive suggestions are unwelcome and unwise. Many
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management & strategy senior executives also unwittingly send off a ‘vibe’ that while they claim to encourage constructive criticism, they really don’t want to hear it. At this stage of their careers, they may not have focussed sufficiently on developing mutually trusting subordinate relationships that would make getting feedback and advice a lot easier. Too frequently, when these executives ultimately do receive feedback in their year-end reviews (often as part of a 360-degree-feedback programme), they are surprised to be confronted with specific criticisms of their leadership style, communication approach, and interpersonal skills. Worse, they may also hear broad concerns raised about their strategy, key tactical decisions, and operating priorities for the business. These leaders may even learn, often too late, that the various criticisms and concerns have been widely discussed among their subordinates for an extended period of time without them being aware. I have certainly experienced and observed this phenomenon over the past 25 years in my own executive career and also in working with numerous executives since coming to Harvard Business School. I have seen the tendency for senior executives to become more isolated from constructive criticism and strategic advice — sometimes without their full awareness. As a result, over the past several years, I have worked intensively with my own direct reports and advised many other senior executives to develop specific approaches for getting the essential feedback they need. The purpose of this article is to distill these approaches into specific and actionable advice. In doing so, I hope to make you more aware of the tendency to become isolated and suggest approaches to getting better feedback, partic-
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ularly from subordinates, that will help you to materially improve your performance. I will also discuss further steps you can take to get dramatically better strategic advice regarding your business or nonprofit organisation. By taking these actions, you should be able to take greater ownership of the feedback process and improve your ability to build your organisation, capabilities, and career.
Cultivate a Network of Junior Coaches
One of the first questions I ask senior executives is, “Who is your coach?” Many respond with a list of mentors who are outside the company or perhaps on the board of directors. These are ‘mentors’ (versus coaches) because they do not directly observe the executive. Unfortunately, their advice is only as good as the narrative provided and often doesn’t adjust for blind spots or the mentor’s lack of professional familiarity with the executive. My follow-up question — “Who actually observes your behaviour on a regular basis and will tell you things you don’t want to hear?” — is often met with silence. This was the case with the CEO of a medium-sized pharmaceutical company. He complained of having a difficult time getting consensus among his senior-leadership team on several key strategic decisions. These included which early-stage drug compounds to develop and whether to develop them through joint ventures or by going it alone. Such decisions were enormously consequential due to the substantial capital required to develop and get FDA approval for a new drug. The CEO believed these issues required a high level of consensus, as they had an impact on every department of the company. He thought highly
- technoLogy management for decision-makers
of his senior-leadership team but was becoming quite frustrated. He asked whether there might be a problem with his leadership style or, alternatively, if he should consider replacing one or more of his senior executives. Some of his close friends and outside advisers had suggested that a senior-team shake-up might help the situation. I asked him whether he sought coaching from his subordinates. He responded, “Of course not; they’re the subordinates — it would be awkward for me to ask them for coaching. I’m the coach!” When I asked him what was wrong with seeking coaching from subordinates, he thought long and hard and explained that, during his career, he seldom had observed his bosses and senior-executive role models make themselves vulnerable enough to seek feedback from their direct reports. He also wasn’t sure how he would do it and believed that this would make his subordinates (and him) uncomfortable and possibly disturb the boss/subordinate hierarchy. Despite his reluctance, I urged him to go out and individually ‘interview’ at least five of his direct reports. He need ask only one question: “What advice would you offer to help me improve my effectiveness? Please give me one or two specific and actionable suggestions. I would appreciate your advice.” Although hesitant, he agreed to try it. These conversations were awkward at first. The first responses indicated that he was doing ‘fine’ or even ‘very well.’ It took time, prodding, and waiting out some uncomfortable silences to convince his subordinates that he was sincere, truly wanted feedback, and was serious about acting on it. In the course of this initial round of conversations, the CEO received some surprising, jarring, but very useful advice. He learned that:
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management & strategy • He was perceived as someone who seldom asked questions to subordinates. Some of his direct reports admitted that they had assumed he didn’t care what they thought. • He was widely seen as a poor listener. When subordinates came to speak with him, he usually did most of the talking. • He was viewed as quite ‘guarded’ — not revealing much about what he believed were the key issues facing the business and what worried him. People commented that they weren’t sure how to read him and “didn’t know where he was coming from.” He realised that his subordinates often misinterpreted his actions. • Lastly, his leadership meetings
particular, he arranged to reach out to each of his direct reports on a regular basis for specific advice (and encouraged them to do the same with their direct reports). He also established monthly leadership team dinners where the senior-executive group could candidly discuss and debate key issues. After three months, the CEO was able to break the group stalemate on several important issues, including getting agreement on two new drug targets and specific approaches to developing each drug. During this time, the CEO had led several sessions where the members of the group wrestled with these tough questions and, importantly, came to better understand each other, as
Above all, asking for advice and coaching was a sign of strength rather than weakness were procedural and reporting meetings rather than sessions in which issues were framed and debated. As a result, his senior leaders seldom had the opportunity to debate and discuss issues with each other (unless they initiated meetings on their own). This made it difficult for the group to agree on which drugs to develop or to decide how best to develop them. While the CEO was widely perceived as a brilliant strategist and creative thinker, he was not yet seen as an effective manager and leader. Much of this was surprising to the executive, who said he hadn’t previously heard these observations from any of his mentors or bosses. He began to act immediately on a number of the criticisms. In
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well as the CEO’s vision for the business. Through open debate and discussion, the team members developed a greater respect for the challenges that each of them faced in their individual areas of responsibility. As a result, they began operating as a more cohesive unit. In the course of these steps, the CEO also focussed diligently on strengthening his own ‘soft’ relationship-building skills, including self disclosure, inquiry, and listening. He had long believed that a strong leader needed to be a bit guarded and a strong advocate. Now, he realised, it was time for him to revise this view and recognise that an outstanding leader is willing to reveal information about his or her values, background, and thoughts — as
- technoLogy management for decision-makers
well as to ask good questions and be a skilled listener. While advocacy had its place, the CEO observed that his team responded much more constructively when he explained his own uncertainties and concerns, asked wellframed questions for debate, and actively listened to the discussion. He learned that these ‘soft’ approaches were critical to getting better feedback and becoming a better manager. He put these skills to use at his senior-team dinners, where he played the role of facilitator — framing two or three issues, forcing himself to sit quietly and actively listen, ask probing followup questions as appropriate, and generally ensure that team members expressed their candid views. This took considerable practice, but the CEO ultimately became a very effective discussion leader of the group. In individual meetings, he worked hard to ask more questions, listen more (talk less), and disclose more about what was keeping him up at night. For example, he revealed his growing concerns about the high cost and uncertainty of the US Food and Drug Administration (FDA) drug approval process. By framing questions about how the company could avoid ‘betting the ranch’ in developing individual drugs, the CEO helped his team better understand why he had been pushing the concept of joint venturing and ultimately crafted a consensus on the need for this approach on at least one of the company’s new drug development projects. Above all, this CEO learned that asking for advice and coaching was a sign of strength rather than weakness. Using these techniques, he now found that he could rely more heavily on his subordinates for advice and as an early-warning system for his own performance. Furthermore, as he
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and his senior managers began to understand and trust one another, many shared with him their own career aspirations and concerns. Indeed, this had the impact of stabilising his senior leadership group, helping the CEO retain members of the team and generally improving morale. As a result of all these efforts, he now reported feeling far less alone and isolated. While he regretted not having taken this approach sooner, he was optimistic that he was now on the right track.
Push Feedback Further: The ‘Clean Sheet of Paper’ Exercise
As CEOs and other senior leaders strengthen their networks of junior coaches and build better relationships with subordinates, a broader culture of coaching and learning can take root in an organisation. Employees at various levels become more motivated to give upward feedback when they see that it has a direct and positive influence on both senior-leader behaviour and company actions. Building on this progress, CEOs can take further steps to getting valuable input on key strategic questions. This is essential in a constantly changing world where industries and customers evolve and businesses can easily get out of alignment. In many cases, external shifts may be difficult for senior leadership to recognise, and otherwise vocal employees at the ‘point of attack’ may not feel suf-
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ficiently informed or empowered to voice their views. In addition, existing strategic planning and business review processes may not surface and confront these issues in a sufficiently timely and effective fashion. Consider the experience of the CEO of an industrial-products company who was worried about the potential erosion of his company’s competitive position. This CEO was widely respected in his company and industry and had done an excellent job of developing strong upward coaching relationships with subordinates. The company had been built around a group of high-value-added products and several follow-on innovations, and had built very strong customer relationships over many years. However, the CEO was growing increasingly concerned that key competitors had taken specific actions that would strengthen their value propositions to his customers. He was also concerned about the commoditisation of some of his company’s legacy products. He believed that dramatic changes might be needed to meet these threats but feared that potential remedies — shutting down product lines, selling businesses, and restructuring how sales and product development interacted to serve customers — might damage the organisation’s culture and morale. This CEO’s concerns raised questions that went beyond typical coaching. Further, he believed that the issues were too
industry 2.0
substantial and even controversial to be adequately handled by the company’s regular strategicreview discussions and processes. Because his leadership team was closely knit, he sensed that senior leaders were walking on eggshells when they debated these issues — they were hesitant to be perceived as criticising colleagues or unintentionally offending the CEO. He admitted that his senior team might be ‘too close’ to the issues to recognise and propose appropriate actions. He even wondered whether it was too emotionally difficult for them to face what needed to be done. The CEO decided to take an unorthodox step. He created a task force of six senior and midlevel up-and-coming executives and challenged them to look at the business with a clean sheet of paper, asking: “If you had to start this enterprise from scratch today, are these the markets we would serve? Are these the products we would offer? Are these the people we would hire? Is this the way we would organise, pay, and promote our people? What changes do we need to make, given our distinctive competencies and strategic aspirations?” He gave them six weeks to complete the assignment (in addition to their day jobs) and impressed upon them that there should be no ‘sacred cows’ and that they should not worry about being ‘politically correct’ in their findings. He also explained that, while he might not adopt all of their pro-
- technoLogy management for decision-makers | september 2011 VoL. i
29
management & strategy posals, he wanted to hear each of their recommendations and ideas. Six weeks later, the team came back with several bold recommendations. The team suggested divestiture of two aging product lines that, up until then, had been considered off-limits by the senior leadership because they had once been run by the CEO and were seen as part of his legacy. They also suggested a number of organisational changes, including building out the sales and customer service functions, developing (or
acquiring) an upgraded emergingmarket distribution capability, and realigning the company’s compensation incentives. The CEO was astounded by the audacity of the advice — and surprised that he completely agreed with it. He realised that he might have been too close to the business to recognise what needed to be done and felt liberated to get these specific proposals. As a next step, the CEO had the task force present its findings to his senior-leadership team, which
Four Ways to Get Started junior 1 Cultivate coaches
Write down a realistic assessment of your specific strengths and weaknesses. List five subordinates who could give you specific feedback—particularly about your weaknesses. Meet with each person individually and explain that you need his or her advice. Ask each to identify at least one or two specific tasks or skills they believe you could improve upon. Ask follow-up questions. Afterward, thank them for their help. Encourage your direct reports to do this same exercise with their direct reports.
2
Practice selfdisclosure
Write down one or two fundamental facts about yourself that would, if disclosed, help subordinates understand you better. This might include a bit about your personal story, upbringing, likes, passions, pet peeves, aspirations, or worries. Find opportunities to share this information.
your ability to 3 Improve frame and discuss key questions Identify a handful of key questions that
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september 2011 VoL. i | industry 2.0
your team should debate and discuss. Make a habit of writing down one or two such questions before leading team meetings and engaging in one-on-one discussions. When facilitating group discussions, take care to frame key questions, actively listen to the responses, and foster debate. Immediately afterward, write down what you learned and identify appropriate next steps.
your business 4 Assess with a ‘clean sheet of paper’
Select a small team comprising your next generation of leaders. Ask them to examine a specific issue or assess your enterprise as if they could start from scratch. Select team members based on your company’s succession plan—including potential successors for your own job as well as for your direct reports. Frame the issues and ground rules for this group up-front, and make sure it is allowed to operate independently (without your influence) until it reports its findings. Encourage subordinates to try this exercise in their own areas of responsibility.
- technoLogy management for decision-makers
agreed unanimously with the recommendations and immediately began working on plans to implement them. One year later, the CEO reported that the changes were difficult but had substantially strengthened the company. He felt much more confident about the company’s future and the strength of his leadership team. Further, he decided to launch a strategically focussed ‘cleansheet- ofpaper’ task force every one to two years to complement the company’s regular strategic processes. He and his leadership team believed this new approach would allow them to create a fresh intervention capability that wasn’t subject to the potential inertia and political pressures of the regular strategic processes. Further, this exercise created an opportunity to challenge up-andcoming executives and see them in action, while providing participants with a highly motivating learning experience. This approach builds on efforts to create an upward coaching environment for senior leaders. It allows you to get coaching that is grounded in the strategic needs of the business and is also an excellent way to take a fresh look at your company. It reinforces the need for leaders to have the courage to frame the right questions and ask for help from their people. This type of approach, combined with strong individual coaching processes, can help build a powerful competitive advantage for your organisation. Robert S Kaplan is a Professor of Management Practice at Harvard Business School and cochairman of Draper Richards Kaplan Foundation, a global venture philanthropy firm. He was previously vice chairman of Goldman Sachs. This article was originally published in September 2011 on The McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) 2011 McKinsey & Company. All rights reserved. Reprinted by permission.
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management & strategy
What Would
Peter
Drucker Do?
Peter Drucker, arguably the most influential management thinker of the last century — was known for teaching that the best leaders ask the right questions. Two chief financial officers discuss how they apply Drucker’s techniques to their current business issues by patrick sweeney
P
eter Drucker, the management consultant and author widely credited with inventing the discipline of management, had an insatiable curiosity and an uncanny ability to ask questions that got to the heart of the matter. His messages focussed on selfdiscovery, which he viewed as an introspective and creative journey required of every leader. As Drucker frequently noted in his books, articles and lectures, the best leaders ask the right questions. And the right questions don’t change as often as the answers do. Leaders — from author Jim Collins to legendary General Electric Corp. Chief Executive Jack Welch — have each said that a day they spent with Drucker was the most memorable day they’d ever had.
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september 2011 VoL. i | industry 2.0
Welch recalled Drucker questioning him: “If you weren’t in this business today, would you invest the resources to enter it?” Delving into that with Drucker, led Welch to issue his famous edict that each of GE’s businesses had to be No. 1 or No. 2 in its market or the manager would have to sell it or close it. Winston Churchill described Drucker as a guiding light who makes us think. When asked at the right time, a question as deceptively simple as, “Who is your customer?” can cause an executive to re-evaluate his or her strategy. Born at the beginning of the last century, Drucker trained as a journalist and received his doctorate in public and international law. From 1971 to his death in 2005, he was the Clarke
- technoLogy management for decision-makers
Professor of Social Science and Management at Claremont Graduate University. In 1987, in his honour, the university’s management school was named the Peter F. Drucker Graduate School of Management (later known as the Peter F. Drucker and Masatoshi I to Graduate School of Management). He taught his last class at the school in 2002 at age 92. Drucker became a highly sought-after consultant when his book Concept of the Corporation became an international bestseller. He subsequently authored 39 books. Drucker emphasised two things: asking and listening. And his lessons and questions still resonate with corporate executives. Michael McLamb, Executive Vice President and Chief Financial Officer of boating and yachting retailer MarineMax Inc., in Clearwater, Fla., says that in his experience chief financial officers tend to lead by asking questions. He emphasises, however, that while questioning is important, “You want to make sure your questions are asked in a way that is open,
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management & strategy
Drucker became a highly sought-after consultant when
his book Concept of the Corporation became an international bestseller. He subsequently authored 39 books
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- technoLogy management for decision-makers
curious and provokes exploration and keeps the ideas flowing.” He says that questioning “should foster creativity, not shoot it down.” McLamb says he often finds that “what may sound like a crazy idea can be tweaked so that a slight derivation of it can be a really good thing for the company. When people say ‘no’ to an idea too quickly, the entire room gets shut down. And the next time you are in a meeting, ideas are less likely to be offered and considered.” McLamb also believes that CFOs, in general, ask more questions “to make sure that we understand something completely and to make sure that the individual making the suggestion understands the ramifications and has thoroughly thought through what they are proposing.” McLamb says he is a fan of Drucker and his teachings. “We all still benefit today from his approaches and lessons,” he adds. Bill Anderson, CFO of Bostonbased diamond company, Hearts On Fire, says that, “to be an effective CFO, you’ve got to listen at least 50 per cent of the time. It is important to understand everyone’s point of view.” The rest of the time, he says, the CFO should be asking questions. “To thrive in the business world requires the perspective of every key voice. Any business run strictly by finance would be stifled.” So, he adds, CFOs need to understand the different alternative lenses that others peer through, and try to help everyone arrive at the best solution — not the compromise solution, because the compromise is rarely the best solution. Questions that should be asked, says Anderson, include: “Which solution best meets the needs of the business opportunity?” “Are we still maintaining the integrity of the brand?” “Are
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management & strategy we being financially responsible?” “Have we minimised the risks, and maximised the opportunity?”
CFOs as Decision-makers
How do CFOs help other decision-makers at the executive table to consider the right questions? How can they promote debate about an idea, or an idea that might be derived from that idea? How can they question a half-baked idea while still encouraging innovation? McLamb says his questioning “usually stems from an in-depth understanding of our company, as well as of our brand, our culture, our capabilities, our competition, the marketplace and our clients’ needs.” Then, he says, in weighing the pros and cons of an idea, his questions will focus on “understanding the implications of the idea for myself, as well as clarifying for others whether this is an
idea that we want to put on the fast track or one that needs further refinement.” Through questions, CFOs try to provide a solid understanding for themselves and everyone else of the core issues that need to be considered. McLamb, who has been with MarineMax for 13 years, attributes his questioning approach to his background in public accounting, having been with Arthur Anderson nearly 10 years. “It was a great education to be involved with so many different types of clients and experiences. I learnt an enormous amount from senior executives with differing philosophies, styles and cultures, who were making decisions that sometimes helped their companies grow and sometimes made mistakes that had to be quickly corrected.” Beyond his education and experience, McLamb believes his questions are also keenly influenced by his predominantly thorough nature. The trajectory of his questions is the result of a need to understand the nuances, hidden concerns and possible potential of a new idea. Through his questions, McLamb says, he is also seeking to understand how a new idea could integrate with the company’s current offerings. “Sometimes literally just walking through a procedure can shed some light on how to improve or enhance an idea,” he adds. “In our business, we carry premium brands of boats, and we have to
“To thrive in business requires the perspective of every key voice. Any business run strictly by finance would be stifled” Bill AnDerson CFO, Hearts On Fire 36
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
be very disciplined about any new brands we bring on. One of our core philosophies is not to take on directly competitive products,” he says. So, he adds, “there is always questioning around making sure that a new brand would not, in any way, eat away at our market share for the other premium brands we carry.” Especially during the economic downturn, he says, his company has had many manufacturers knocking on its doors. The process for a potential new brand is to “run the decision through our brand funnel to make sure it reflects the quality for which we’ve become known. Is it well supported by the manufacturer? Does it compete with one of our current brands? If it is in a gray area, how do we weigh our decision?” McLamb asks. He adds, “At such junctures, it is important that the right questions are asked.” Hearts on Fire’s Anderson says the last thing he wants to do is throw water on an idea that may have some merit. At the same time, “I have to ask some important questions to make sure that if we are going to run with a new idea and seize the moment that we have a clear understanding of what is needed to incorporate the idea into our game plan,” he adds. “Have we thoroughly considered and weighed the risks? Are we set up to deliver?” While he encourages input from others and is open to new ideas, Anderson also has a structured side, so he needs to know that all bases have been covered and all the details have been thought through before he agrees to move forward on new ideas. One of the most important decisions Hearts On Fire has been weighing is entering the China market. As a fast-growing luxury market company, it has been preparing for the past seven years and is poised to start doing busi-
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management & strategy right time for us to seize this opportunity.” He concedes going forward there will still be many questions, but “we are ready for them — because we have carefully prepared for and answered the fundamental questions.”
Asking the Right Questions
Anderson also encouraged Hearts On Fire’s Founder and CEO, Glenn Rothman, and President, Mark Israel, to consider other questions before the firm enters China.
“When people say ‘no’ to an idea too quickly, the entire room gets shut down. And the next time you are in a meeting, ideas are less likely to be offered” MichAel MclAMB exeCutive viCe President and CFO, MarineMax inC ness in China this year, Anderson says. Seizing that opportunity took getting the right answers to many questions. It was clear, he says, “that we needed to be in China. It was just a matter of how and when.” In its nearly seven years in existence, the company opened six Hearts On Fire stores in Taiwan, during which time, Anderson says, “we learnt as much as we could about how to succeed in that region of the world.” The firm also opened a regional headquarters in Hong Kong. By doing so, Anderson says senior management “has been able to answer many of the questions that were holding us back, so there are fewer unknowns.” Diamonds are becoming even more precious than gold in China as a display and celebration of wealth,” he says. “Now is the
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Among those: “What will the business structure be?” “Do we have the resources to support that business structure?” “Will this focus take away from our other ventures?” “What are the border issues?” “Where will significant financial transactions take place?” “Do we sell into China or invest in our Chinese operations?” “How do we protect the integrity of our brand?” Generally, CFOs question ideas to probe further, to make sure that everything comes together so that they, and others in senior management roles, are assured of when is the right time to seize a new opportunity. McLamb underscores that in addition to being thorough and curious, one of the most important characteristics a CFO needs is the ability and desire to collaborate — something, he says, that
- technoLogy management for decision-makers
he’s learnt over the years. “The initial response of someone with a financial background is to be conservative and to respond with a dozen reasons not to pursue an opportunity. But as I grew into the position, I began to understand that there are many ideas that come along — and you’ve got to work those ideas and understand what’s being proposed and look for a solution rather than looking for a way to stop something.” In addition, he ponders: “When there is a proposition on the table that can have a significant impact on the company, or certainly has a significant price tag, it is the CFO’s role to really get comfortable with that idea. Should the idea be pursued or dropped?” Nearly 90 per cent of the time, he says, by asking questions, a group comes to a better conclusion. Drucker encouraged his followers to ask questions, though to not look for answers the way you were taught in school. “Schools are organised on the assumption that there is only one right way to learn and that it is the same for everybody,” he wrote in Managing Oneself. But, there is not one right answer. Life is not a multiplechoice test. It’s more about filling in the blanks. And, Drucker writes, what is really most important is to ask the right questions at the right time. The right answers will follow. The best CFOs have come to know this intuitively. A final thought from Drucker: “Don’t believe assumptions. Keep asking questions. And don’t settle for anything less than the best possible answers.” Any questions now? Patrick Sweeney (Patrick@CaliperCorp .com) is President of Caliper, a talent management consulting firm entering its 50th year of helping companies hire and develop top performers Financial executive | july 2011 | (c) 2011 Financial executives international | www.financialexecutives.org
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leader speak
‘We Shape the InduStry, MakIng InnovatIon affordable’ Viraj Naidu brings more than two decades of industry experience to his role. A mechanical engineer from IIT Kharagpur, Naidu has an intimate understanding of not just the modern technologies involved in modern foundries and surface preparation techniques, but also the buyerside challenges of acquiring capital equipment. Before DISA, Naidu had distinguished assignments at various companies including the Tata Group, CaparoGroup, and SiemensVDO Automotive Ltd Tell us briefly about DISA India. DISA is quite an interesting company: Outside the foundry, we aren’t known much, but within the industry, we are almost iconic. We have a dominant position not just within India, but worldwide. There are certain product categories where DISA serves about 90 per cent of the market worldwide. That’s on the foundry side of the business. With DISA’s merger with Wheelabrator two years ago, we’ve got a business that cuts across industry segments. Wheelabrator provides technologies for surface cleaning across the manufacturing industry segments, including the foundry where cleaning is required after casting.
What do you see happening in manufacturing in India in the coming years? In Indian manufacturing, we’ve been talking about the boom that has come in the
vIraj naIdu
Managing Director, DiSa inDia LtD
Founded on innovation
DISA and Wheelabrator together - lowering your cost per casting Together, DISA and Wheelabrator have the strength, experience and innovation to shape the foundry industry. Our product range covers everything from moulding machines to shot blasting, hot metal to finished casting. www.disagroup.com
We are dedicated to helping our customers and improving their overall production.
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last six-seven years and in my opinion, 2008 was just a blip. The real boom is yet to come. In the last 10 years what we’ve seen in China, is going to happen in India in the next five years. In the last decade, China emerged to supply some 35 per cent of the world foundry output. This, we see is unsustainable, and India is increasingly being preferred as a supplier. We’re seeing this at various places. For example, the large automotive sourcing centres are beginning to switch to India, which is perhaps a far more stable market in the long run, and where the capacity will be created for upgrading the technologies involved. Many of our end users, who have set up their sourcing centres in India are pushing their suppliers and the foundries to upgrade. Their first reaction is “if you are going for a DISA line, go ahead, we are confident.” The same sourcing centres are buying from suppliers both in India and China, and lately, the more we meet them, the more we understand that they are switching their preference to India.
What would you say is the top customer challenge in the capital machinery business? In the previous role, working for Caparo Group on a large greenfield project that needed close integration of four different types of technologies, I got a pretty good feel for the capital equipment from a buyer’s perspective. This was a time when I came in close contact with the capital equipment industry and it gave me that perspective. This eventually played an influencing role when I was considering the DISA assignment. I realised that here was a company that had got its critical approach to the market absolutely right: DISA’s ‘the complete foundry solution’ concept stands out. Let me explain that a bit: When you are integrating multiple technologies, often, each individual technology will function perfectly by itself, but when you start interfacing them, the end user, the customer, starts incrementally losing capacity, the more you go downstream in the process. This is where DISA makes a huge difference to the customer: We took over the entire process including the interfacing and provided a near-turnkey solution. This makes us a major scope provider.
“We believe that we have shaped the direction of the industry by bringing in various technologies to India” DISA is also an unusual company in that it has managed to sustain its margins, which in the normal course of many manufacturing firms get squeezed out, if visible, either by customers or by the sales team. Merely keeping the cost of production low is not enough. A part of this leadership position is because DISA was way ahead of its time in India, starting some 25 years ago here, and when the market really started seeing growth, over the last six years or so, we were ready to scale up.
How do you leverage the DISA approach to bring superior technology and consult your customers to help them tackle these challenges? First, the user requires a very strong hand-holding support from the equipment manufacturer, especially in the transition from old technologies to modern solutions. India, second largest in the world by foundry output today, has some 5,000 foundries running, but only about 600 or so that are just partially automated. This means there is a dearth of even the skilled people needed to operate such lines. This is where the local availability of our 350 or so support people in DISA India comes as a big source of comfort for the customers.
Our approach of getting into the market very early, becoming increasingly local, making the technology more affordable via the localisation route and finally providing strong local support becomes the key differentiator for our customers. In this industry, you can’t just sell and move on. Your equipment plays a significant role in the way the customer runs his business for the next 10 or 15 or 20 years. That is what we mean by our motto ‘Shaping Industry’. We believe that we’ve shaped the direction of the industry by bringing in various technologies to India at various times.
What differentiates you, really? The real differentiation comes from the technology itself. DISA is by far the most innovative company in its industry. A company that started out in precision machining, making guns during the World War I, DISA by the 1960s had turned itself into a pioneer in the foundry business with its DISAMATIC vertical sand moulding technology. DISAMATIC simply doubled the productivity of foundries by changing the process to vertical flaskless. DISA has continued to innovate and upgrade that product, which can now churn out more than 550 moulds an hour, which is very valuable for the automotive component makers for instance. Over time, what we’ve done is, while the technology remained top-end, depending on the stage of the market’s evolution, we’ve kept introducing products in India through the local route. The latest introduction was this year, when we showcased the first vertical sand moulding machine fully made in India. The significance of this machine isn’t just that it is completely made in India, but also that it allows a small foundry to make the jump to an intermediate DISAMATIC machine speed, making the transition that much less difficult to handle. The need is there, the hunger is there and we are meeting the demand for highend technology by leveraging our Indian R&D capabilities to substantially ameliorate the process of making the jump to such a technology. This is a huge bonus on top of the affordability that we bring in through localisation. l [Advertorial]
management & strategy
The MaGic Of
Goals All of us like setting new goals, both personal and professional. Why do we fail to achieve these goals? How does one make sure of a higher success rate? Here are a few ideas
W
e are almost through this year, and some of you are already glad it’s coming to an end. Some of you may already be setting your sights on some new goals and objectives for next year. Others are just cruising and the very thought of setting any goals hasn’t taken root — yet. Instead of New Year resolutions, which are often such a waste of time, try some of these tips to create the right goals for yourself. Forget about waiting until the New Year. When was the last time you made a New Year resolution, or know of someone who made one and carried it through? The Self-help Magazine states that only 30 per cent are successful. Ditch New Year resolutions. What you want are goals instead. Goals transcend seasonality, and rushed thinking. Here are my tips on achieveing most of your goals.
1
Create crystal clear goals that you can own.
Formulate goals that are exciting and framed positively. Have fun setting yourself a goal that you can imagine in very, very real terms, such as what you will feel, hear and see when you have achieved it. For some rather intangible goals, imagine instead the scene when the achievement of that goal is announced. Who will you be with? What will people around you be saying? These are some ways to future-forward your goal.
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- technoLogy management for decision-makers
Illustration: Shigil N
by david lim
“as you get closer to
achieving easier goals, the
feeling of achievement will help you move towards more challenging goals”
Imagine a specific timeframe in which to achieve it. Then take responsibility (as much as possible) to get it done. Weak goals are those that rely too much on you persuading other people to do this or that. Revisit your goal regularly — whether you are in the shower, working out, or on your daily commute. Live breathe and think it. In leadership coaching terms we refer to this as ‘internalising an intangible’ so that a manifestation of it can happen
2
Forget those fantasy goals. Any goal, which you have dreamed of achieving for ages, but never got around to realising or attempting to make it a reality, is a fantasy goal. It obviously isn’t important enough for you to want to take appropriate action.
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where you have begun by making some real plans to achieve it. This may include intermediate stages and goals to get you where you ultimately want to go. The best goal-getting strategies include finding all the resources needed to achieve the goal. If there are several uncertainties ahead, you can be flexible in terms of timelines and the exact shape and form of that goal without necessarily giving it up. So part of goal-getting is managing your expectations and resources, without giving up the dream completely when faced with setbacks and obstacles.
4
Decide you will do it. Many of you will NOT succeed
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because you didn’t decide to do it. You hummed and hawed, and mentally said you would ‘try’ to do it. Putting ‘try’ into this equation amounts to a sneaky and unproductive backdoor to excuse yourself from getting the goal achieved. Deciding you will do it, and anchoring that with a daily ritual, thought or reminder is a powerful tool in getting things moving. For several years a stone taken from near the summit of Mt Everest was a symbol that helped me mount a comeback climb on that peak. Each day, do at least ONE thing that brings you closer to your goal, no matter how small.
5
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Make a commitment to someone you respect that you will achieve the goal. Whoa! This one will really make you
feel accountable. Talk to this person often. Meet, and bring up your goal from time to time. Hold yourself responsible to a living person and I guarantee improved results. It can also help if this person is a trained coach who can challenge your perceptions and self-limiting beliefs. Asking yourself great questions can also lead you closer to your goal. Such questions are: • “What else do I need to get closer to my goal?” • “What stops me from doing what I need to succeed?” • “What would I get from achieving this goal that I couldn’t get from anything else?”
6
Create more than one goal in your plan. As you get closer to achieving the easier goals, the feeling of achievement will help you move more effectively towards your more challenging goals. A useful combination is to plan on achieving a compelling personal goal, as well as one professional goal. Having two related goals with differing timelines can also be a powerful momentum builder. Preparing to climb an 8000m peak prior to a Mt Everest climb, may prove to be exhilarating, as well as great preparation for the ultimate goal. Instead of wishing you good luck in reaching your goal, let me wish you success in making your own luck. David Lim is Asia’s Leadership Coach, and best known for leading the 1st Singapore Mt Everest Expedition. Since 1999, he has helped organisations build teams and grow leaders. Send him a note today at david@everestmotivation.com to subscribe to a no-cost leadership e-newsletter.
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top
Manufacturing
coMpanies
Each year Industry 2.0 analyses the performance of the nation’s largest and most profitable manufacturing companies. In the 9th annual ranking of the Top 500 Manufacturers, we present organisations that have recorded outstanding achievements for the 2010 financial year (year ending March 2010).
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industry 2.0
96
se ct or al ra nk in g
m co 0 50
52
to p
m
50 ethod o
IN
DE X.
..
lo g
y
pa n
ie
s
Data analysis by Aman Shukla, Research Manager, 9.9 Media
- technology management for decision-makers | september 2010 | Vol. i
49
TOP 500 RANKINGS PROceSS The rankings of large manufacturing companies that are presented in the following pages have been derived through an intensive analysis of financial data to provide you with an insight into the performance of this key segment of the Indian manufacturing industry.
O
u r process started with identifying the various sectors that comprise the manufacturing industry in India. Subsequently, the CMIE Prowess database was used to obtain data on key performance financial indicators for all companies in the manufacturing sector. The CMIE Prowess database contains detailed information on more than 10,000 manufacturing companies. The companies that were selected for this year’s analysis needed to have complete financial data for the years 2008-09 and 2009-10. Subsequently, all companies with negative Profit after Tax (PAT) for the year 2009-10 were eliminated from our list. Also, all companies that did not have complete data for the necessary parameters were removed from the list. This left us with a grand total of 2,297 manufacturing companies for this year’s ranking process. Since the manufacturing industry has a diverse range of organisations,
50
september 2010 | Vol. i | industry 2.0
we divided the total list into two groups. Companies with net revenues equal to or greater than Rs 300 crore for the financial year 2009-10 were classified as ‘Top Manufacturing Companies’; while companies with net revenues less than Rs 300 crore and more than Rs 10 crore were grouped into ‘Top SMB Manufacturing Companies’. A total of 726 organisations made it to the list of Top Manufacturing Companies, while the remaining 1,571 organisations were classified as Top SMB Manufacturing Companies (see Industry 2.0, September 2011, Volume 2). This volume has the analysis for the Top Manufacturing Companies. About the Numbers All data used for the ranking of companies has been obtained from the CMIE Prowess database. Astute observers will discern that the numbers published in this volume are not an exact replica of the data from original sources. The reason for this is simple. Data in original sources (like annual accounts of companies) often lacks uniformity of meaning and scope. Definitions vary from company to company, and even from year to year. A meaningful analysis of the performance of companies or their comparisons with others can only be done if the data is re-stated, wherever necessary, to maintain consistency.
- technology management for decision-makers
DISTRIbuTION Of cOmPANIeS Sector 2009 2010 Change Auto 5% 5% -11% Automobile Ancillaries 6% 6% 8% Cement 4% 4% -3% Chemicals 10% 8% -22% Clothing & Textiles 6% 7% 4% Cosmetics & Soaps 2% 2% -4% Diversified Manufacturing 2% 2% -5% Electrical & Electronic Goods 5% 4% -16% Electrical Equipment 3% 4% 58% Food Products 11% 13% 13% Gems & Jewellery 2% 3% 13% Glass & Ceramics 2% 2% -28% Iron & Steel 10% 11% 10% Metal Products 5% 4% -11% Machinery 4% 5% 8% Non Ferrous Metals 2% 2% 7% Non Metallic Mineral Products 1% 1% -11% Paper & Wood Products 2% 2% -33% Petroleum Products 2% 2% 15% Pharmaceuticals 8% 8% 2% Plastics & Polymers 3% 3% -3% Rubber Products 1% 2% 45% Wires and Cables 2% 1% -20% Total companies: 726 (year 2009-10); 647 (year 2008-09)
This process of making data consistent is often termed as ‘normalisation’. The analysts at CMIE have developed a proprietary methodological framework to re-classify the information provided in the annual corporate statement of
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INDIAN mANufAcTuRING INDuSTRy Parameter Total no of companies Total Net Sales (Rs cr) Total PBDITA ( Rs cr) Total PAT (Rs cr) ROCE (Median)
2008-09 2,028 2,020,668 244,218 115,556 9.09
2009-10 2,297 2,146,119 315,221 160,516 8.62
Change 13.3% 6.2% 29.1% 38.9% -5.1%
mANufAcTuRING cOmPANIeS Parameter Total no of companies Total Net Sales (Rs cr) Average Net Sales (Rs cr) Total PBDITA (cr) Average PBDITA (cr) Total PAT (cr) Average PAT (cr) ROCE (Median)
2008-09 647 1,890,974 2,923 227,036 351 108,653 168 10
2009-10 726 2,002,366 2,758 294,360 405 151,212 208 10
Change 12.2% 5.9% -5.6% 29.7% 15.5% 39.2% 24.0% -6.4%
accounts. They clearly and unambiguously define every financial parameter—and then re-classify the information from the corporate annual accounts to meet the definition. Consequently, it is likely that the data obtained from Prowess, and published in this volume, is at variance from the original sources. Further, all data has been annualised to ensure consistency in analysis. The Rankings The rankings was derived by comparing the performance of the selected companies across nine parameters (sales turnover,
chANGe IN RANKINGS
Top 5 Ascents 1 Wabco-TVS (India) Ltd 2 Prism Cement Ltd 3 JCB India Ltd 4 Jindal Saw Ltd 5 Kirloskar Ferrous Inds Ltd
Top 5 Descents 1 Rashtriya Chemicals & Fertilisers Ltd 2 Hindustan Gum & Chemicals Ltd 3 Deepak Nitrite Ltd 4 Aarti Industries Ltd 5 Gujarat State Fertilizers & Chemicals Ltd Top 5 New Entrants 1 Bajaj Auto Ltd 2 Hero Motocorp Ltd 3 Tata Cummins Ltd 4 S Mobility Ltd 5 Micro Labs Ltd absolute increase in sales, percentage change in the sales turnover, net profit, increase in net profit, PAT/sales ratio, return on capital employed and increase across two financial years). This method offers the advantage of eliminating any subjectivity associated with assignment of weights to the parameters considered for ranking the performance of companies. Scores for all parameters were assigned to each company based on the relative rank of an individual company (to the entire set) on that parameter. The composite scores for each company were then calculated as the sum of the scores obtained for each of the nine parameters. The companies were finally ranked on the composite score, with the lowest score securing the highest rank.
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industry 2.0
- technology management for decision-makers | september 2010 | Vol. i
51
2.0
Top
Manufacturing
-
2
507
3
-
4
225
5
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
2011 2010 CHANGE
1
INDUstRY sECtoR
CoMPANY
oVERALL RANk
Companies
2008-09
2009-10
Rs CRoRE
Bajaj Auto Ltd
Auto
Motorcycles
8956.37
11772.99
2816.62
JCB India Ltd
Auto
Earth moving machinery
1983.59
3116.99
1133.4
Hero Motocorp Ltd
Auto
Motorcycles
12886.07
16355.59
3469.52
221
Mahindra & Mahindra Ltd
Auto
Utility Vehicles incl. jeeps
13068.4
18572.29
5503.89
272
267
Maruti Suzuki India Ltd
Auto
Passenger cars
20749.1
29331.2
8582.1
6
170
164
Asian Paints Ltd
Petroleum Products
Decorative paints
4498.75
5345.59
846.84
7
464
457
Hindustan Zinc Ltd
Non-Ferrous Metals
Zinc
5683.56
8020.15
2336.59
8
402
394
JSW Steel Ltd
Iron & Steel
Hot rolled coils, strips, sheets
13902.7
18093.03
4190.33
9
514
505
Jindal Saw Ltd
Metal Products
Tubes & pipes
4999.86
6765.53
1765.67
10
69
59
ITC Ltd
Food Products
Cigarettes
15010.87
18324.37
3313.5
11
200
189
Tractors & Farm Equipment Ltd
Auto
Tractors
2377.38
2977.15
599.77
12
52
40
Mcleod Russel India Ltd
Food Products
Tea
818.65
1087.14
268.49
13
430
417
Apollo Tyres Ltd
Rubber Products
Tyres
4084.79
5038.28
953.49
14
214
200
Binani Cement Ltd
Cement
Ordinary portland cement
1481.36
1849.47
368.11
15
376
361
Aurobindo Pharma Ltd
Pharmaceuticals
Drug formulations
2791.13
3249.11
457.98
16
124
108
Tata Global Beverages Ltd
Food Products
Tea
1359.48
1698
338.52
17
109
92
Shree Renuka Sugars Ltd
Food Products
Sugar
2234.22
5511.19
3276.97
18
50
32
Lupin Ltd
Pharmaceuticals
Drug formulations
2945.59
3687.77
742.18
19
352
333
Hero Cycles Ltd
Auto
Bicycles
1485.55
1631.6
146.05
20
70
50
Exide Industries Ltd
Electrical Equipment
Storage batteries
3379.86
3799.72
419.86
21
-
Tata Cummins Ltd
Machinery
Other engines
1159.88
1786.5
626.62
22
116
94
Cadila Healthcare Ltd
Pharmaceuticals
Drug formulations
1743.2
1941.8
198.6
23
6
-17
Nestle India Ltd
Food Products
Dairy products
4285.88
5094.01
808.13
24
234
210
SRF Ltd
Clothing & Textiles
Nylon tyre cord fabric
1462.87
1924.34
461.47
52
505
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
legend
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
CHANGE IN NEt sALEs
Meet the top performers of India who have scored big through innovative thinking, cost-optimisation strategies, intelligent marketing and quality products and services, and, of course, sheer hard work.
PERCENtAGE
2008-09
2009-10
2008-09
2009-10
Rs CRoRE
PERCENtAGE
2008-09
2009-10
Rs CRoRE
PERCENtAGE
2008-09
2009-10
31%
1103.79
2546.36
654.5
1700.11
1045.61
160%
20.51
43.38
22.87
112%
7%
14%
57%
303.82
624.65
176.59
413.05
236.46
134%
17.07
44.65
27.58
162%
9%
13%
27%
1964.65
3025.3
1281.76
2231.83
950.07
74%
36.68
60.4
23.72
65%
10%
14%
42%
1466.17
3374.38
840.85
2087.75
1246.9
148%
9.66
21.1
11.44
118%
6%
11%
41%
2433.3
4451
1218.7
2497.6
1278.9
105%
11.44
21.51
10.07
88%
6%
9%
19%
615.88
1185.46
362.36
774.5
412.14
114%
32.57
54.62
22.05
68%
8%
14%
41%
3681.07
5378.19
2727.61
4041.41
1313.8
48%
20.49
24.79
4.3
21%
48%
50%
30%
2238.02
4785.88
458.5
2022.74
1564.24
341%
1.53
9.51
7.98
522%
3%
11%
35%
595.62
1181.51
332.95
730.35
397.4
119%
9.63
17.14
7.51
78%
7%
11%
22%
5410.48
6708.74
3267.56
4061.6
794.04
24%
24.6
28.91
4.31
18%
22%
22%
25%
275.7
535.64
152.63
338.51
185.88
122%
14.89
27.5
12.61
85%
6%
11%
33%
189.09
383.22
88.79
240.33
151.54
171%
8.05
22.81
14.76
183%
11%
22%
23%
345.5
799.62
108.08
414.99
306.91
284%
5.21
16.51
11.3
217%
3%
8%
25%
307.48
579
108.67
281.92
173.25
159%
9.02
20.42
11.4
126%
7%
15%
16%
318.57
854.7
128.54
525.76
397.22
309%
3.87
13.96
10.09
261%
5%
16%
25%
322.62
566.84
160.34
392.56
232.22
145%
6.06
15.16
9.1
150%
12%
23%
147%
363.53
719.03
143.51
410.05
266.54
186%
6.87
13.58
6.71
98%
6%
7%
25%
579.25
805.41
416.97
648.93
231.96
56%
18.19
22.77
4.58
25%
14%
18%
10%
150.67
378.54
57.7
291.56
233.86
405%
6.19
28.48
22.29
360%
4%
18%
12%
536.19
903.94
284.39
537.09
252.7
89%
19.76
28.03
8.27
42%
8%
14%
54%
88.56
205.69
21.08
104.88
83.8
398%
5.58
24.75
19.17
344%
2%
6%
11%
443.4
646.8
265.9
503.3
237.4
89%
14.03
23.65
9.62
69%
15%
26%
19%
866.82
1029.65
534.08
655
120.92
23%
119.89
125.26
5.37
4%
12%
13%
32%
380.67
633.39
163.28
309.42
146.14
90%
10.1
15.35
5.25
52%
11%
16%
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industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
Industry 2.0 presents the Batch of 2010.
53
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2011 2010 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
25
494
469
Motherson Sumi Systems Ltd
Automobile ancillaries
Wiring harness & parts
1316.59
1746.35
429.76
26
510
484
Biocon Ltd
Pharmaceuticals
Bio-tech base drugs
911.55
1161.33
249.78
27
384
357
Birla Corporation Ltd
Cement
Cement
1776.7
2136.1
359.4
28
255
227
ACC Ltd
Cement
Cement
7108.42
7921.43
813.01
29
487
458
Greaves Cotton Ltd
Machinery
Diesel engines
1042.11
1350.56
308.45
30
-
S Mobility Ltd
Electrical & Electronic Goods
Cordless phone
667.9
1034.87
366.97
31
423
Ipca Laboratories Ltd
Pharmaceuticals
Drug formulations
1290.03
1571.74
281.71
1740.14
2004.82
264.68
392
32
20
-12
Colgate-Palmolive (India) Ltd
Cosmetics & Soaps
Preparations for oral or dental hygiene
33
265
232
Ess Dee Aluminium Ltd
Non-Ferrous Metals
Aluminium foils
400.18
535.41
135.23
34
154
120
Piramal Healthcare Ltd
Pharmaceuticals
Drug formulations
2303.66
2642.18
338.52
Crompton Greaves Ltd
Electrical Equipment
Generators, transformers & switchgears
4725.5
5372.48
646.98
35
26
-9
36
259
223
Welspun Corp Ltd
Metal Products
Tubes & pipes
5827.11
6609.67
782.56
37
30
-7
Castrol India Ltd
Petroleum Products
Lube oils & lubricants
2267.01
2397.36
130.35
38
227
189
TAFE Motors & Tractors Ltd
Auto
Tractors
987.98
1297.18
309.2
39
371
332
Pidilite Industries Ltd
Chemical
Glues (adhesive)
1763.84
1930.78
166.94
40
575
535
Prism Cement Ltd
Cement
Cement
639.08
2810.7
2171.62
41
10
-31
Titan Industries Ltd
Gems & jewellery
Jewellery of precious metals
3826.42
4726.67
900.25
42
344
302
Balkrishna Industries Ltd
Rubber Products
Tyres
1251.47
1390.4
138.93
43
58
15
Whirlpool Of India Ltd
Electrical & Electronic Goods
Refrigerators, freezers, etc.
1964.99
2242.47
277.48
44
498
454
Tata Motors Ltd
Auto
Heavy commercial vehicles
25619.53
35349.66
9730.13
45
107
62
Sterlite Technologies Ltd
Wires & Cables
Power cables with aluminium
2288.73
2429.46
140.73
46
-
Micro Labs Ltd
Pharmaceuticals
Drug formulations
1032.45
1243.81
211.36
2172.77
2718.08
545.31
47
273
225
Jain Irrigation Systems Ltd
Plastics & Polymers
Tubes, pipes & hoses of poly vinyl chloride
48
50
2
Dr. Reddy's Laboratories Ltd
Pharmaceuticals
Drug formulations
4445
4799.7
354.7
49
330
279
Amara Raja Batteries Ltd
Electrical Equipment
Storage batteries
1330.98
1470.18
139.2
50
401
349
Kansai Nerolac Paints Ltd
Petroleum Products
Industrial paints
1478
1812.54
334.54
51
525
472
Ashok Leyland Ltd
Auto
Heavy commercial vehicles
6164.69
7430.62
1265.93
52
62
7
USV Ltd
Pharmaceuticals
Drug formulations
841.46
1025.23
183.77
53
44
-12
Cipla Ltd
Pharmaceuticals
Drug formulations
5239.16
5621.72
382.56
54
-
Brakes India Ltd
Automobile ancillaries
Suspension & braking parts
1561.26
1897.74
336.48
55
603
545
Wabco-T V S (India) Ltd
Automobile ancillaries
Air brakes
443.26
606.71
163.45
56
5
-54
Shree Cement Ltd
Cement
Cement
2706.03
3621.25
915.22
57
309
249
MRF Ltd
Rubber Products
Tyres
5659.65
7442.82
1783.17
58
422
361
Kalpataru Power Transmission Ltd
Metal Products
Transmission towers & structurals
1853.08
2563.01
709.93
59
385
323
JK Lakshmi Cement Ltd
Cement
Cement
1222.97
1489.82
266.85
54
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
33%
170.29
366.24
69.54
178.47
108.93
157%
7.92
16.52
8.6
109%
5%
10%
27%
198.82
355.54
111.79
248.36
136.57
122%
7.26
15.21
7.95
110%
12%
21%
20%
500.6
842.49
323.51
557.18
233.67
72%
23.68
27.59
3.91
17%
18%
26%
11%
2113.93
2742.38
1212.79
1606.73
393.94
32%
22.34
25.74
3.4
15%
17%
20%
30%
127.21
213.34
56
117.97
61.97
111%
9.46
26.29
16.83
178%
5%
9%
55%
4.45
108.99
1.03
70.51
69.48
6746%
5.22
65.36
60.14
1152%
0%
7%
22%
188.83
337.76
91.22
209.19
117.97
129%
8.44
17.43
8.99
107%
7%
13%
15%
368.99
523.87
290.22
423.26
133.04
46%
141.53
149.29
7.76
5%
17%
21%
34%
104.91
149.51
66.46
181.93
115.47
174%
14.4
31.91
17.51
122%
17%
34%
15%
565.53
725.2
275.32
443.22
167.9
61%
15.23
20.41
5.18
34%
12%
17%
14%
693.39
982.54
397.09
617.34
220.25
55%
34.26
38.87
4.61
13%
8%
11%
13%
730.15
1169.11
233.35
540.2
306.85
131%
6.01
12.85
6.84
114%
4%
8%
6%
438.26
610.37
262.37
381.06
118.69
45%
57.96
81.03
23.07
40%
12%
16%
31%
118.86
268.88
52.67
115.56
62.89
119%
13.47
25.86
12.39
92%
5%
9%
9%
242.21
408.23
146.38
293.49
147.11
100%
12.02
21.82
9.8
82%
8%
15%
340%
177.83
499.53
96.23
252.9
156.67
163%
14.6
19.69
5.09
35%
15%
9%
24%
290.83
403.9
158.96
250.32
91.36
57%
25.49
33.04
7.55
30%
4%
5%
11%
196.99
396.73
70.3
208.73
138.43
197%
7.41
19.98
12.57
170%
6%
15%
14%
138.4
247.86
70.52
145.02
74.5
106%
16.77
37.68
20.91
125%
4%
6%
38%
2710.52
5085.68
1016.55
2240.08
1223.53
120%
4.73
7.83
3.1
66%
4%
6%
6%
199.63
383.87
90.15
246.07
155.92
173%
7.52
20.58
13.06
174%
4%
10%
20%
209.64
304.65
131.55
211.23
79.68
61%
15.5
21.94
6.44
42%
13%
17%
25%
380.67
638.47
120.18
271.24
151.06
126%
5.79
10.01
4.22
73%
6%
10%
8%
901.5
1276.3
560.9
846.1
285.2
51%
9.95
13.46
3.51
35%
13%
18%
10%
175.45
304.14
80.48
167.03
86.55
108%
11.57
25.03
13.46
116%
6%
11%
23%
179.64
284.12
98.59
165.5
66.91
68%
13.5
19.78
6.28
47%
7%
9%
21%
550.19
835.99
190.26
423.67
233.41
123%
5.31
9.94
4.63
87%
3%
6%
22%
229.14
303.69
172.87
220.83
47.96
28%
20.4
25.08
4.68
23%
21%
22%
7%
1086.04
1513.19
776.81
1081.49
304.68
39%
16.26
17.35
1.09
7%
15%
19%
22%
130.82
223.88
16.8
104.02
87.22
519%
1.87
11.93
10.06
538%
1%
5%
37%
73.53
135.33
35.52
78.19
42.67
120%
16.03
29.49
13.46
84%
8%
13%
34%
1003.2
1574.99
577.97
676.1
98.13
17%
24.57
21.09
-3.48
-14%
21%
19%
32%
705.32
857.68
253.03
353.98
100.95
40%
14.14
16.34
2.2
16%
4%
5%
38%
216.18
356.25
94.26
171.26
77
82%
7.1
10.63
3.53
50%
5%
7%
22%
345.3
465.42
178.59
241.13
62.54
35%
12.46
15.29
2.83
23%
15%
16%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
55
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
60
158
94
Bhushan Steel Ltd
Iron & Steel
Cold rolled coils, strips, sheets
4962.66
5616.53
653.87
61
165
100
Marico Ltd
Food Products
Edible oils
1906.78
2014.42
107.64
62
137
71
Honeywell Automation India Ltd
Electrical & Electronic Goods
Process control equipment
1000.5
1172.05
171.55
1648.25
2007.41
359.16
63
207
140
Supreme Industries Ltd
Plastics & Polymers
Tubes, pipes & hoses & fittings of plastics
64
311
243
KRB L Ltd
Food Products
Rice
1191.97
1573.38
381.41
65
34
-35
Godrej & Boyce Mfg Co Ltd
Diversified Manufacturing
Diversified
4079.3
4397.7
318.4
66
308
238
Havells India Ltd
Wires & Cables
Wires & cables, insulated
2198.27
2465.74
267.47
67
47
-24
Glaxosmithkline Consumer Healthcare Ltd
Food Products
Malted milk foods
1581.7
1959.45
377.75
68
-
Maharashtra Hybrid Seeds Co Ltd
Food Products
Hybrid seeds
350.73
462.4
111.67
69
497
JK Cement Ltd
Cement
Pozzolana portland cement
1484.67
1815.22
330.55
70
-
3M India Ltd
Diversified Manufacturing
Diversified
741.3
1091.28
349.98
71
-
Dhunseri Petrochem & Tea Ltd
Plastics & Polymers
Polyethylene terephthalate (PET)
104.52
1157.82
1053.3
72
534
458
Jyothy Laboratories Ltd
Cosmetics & Soaps
Soap
346.46
570.26
223.8
73
112
35
Dabur India Ltd
Cosmetics & Soaps
Cosmetics & toilet preparations
2404.73
2863.4
458.67
74
469
391
Rockman Industries Ltd
Auto
Bicycles
386.03
707.6
321.57
504.88
707.55
202.67
424
75
414
335
Grindwell Norton Ltd
Non-metallic Mineral Products
Abrasive powder or grain on a base
76
40
-40
Voltas Ltd
Diversified Manufacturing
Diversified
4031.89
4493.82
461.93
77
205
124
Ultratech Cement Ltd
Cement
Cement
6353.3
7001.91
648.61
78
54
-28
Videocon Industries Ltd
Electrical & Electronic Goods
Television receivers
8541.31
13682.06
5140.75
79
369
286
Century Textiles & Inds Ltd
Cement
Cement
3954.33
4587.65
633.32
80
339
255
Sunflag Iron & Steel Co Ltd
Iron & Steel
Other alloy steels, nec
1061.54
1287
225.46
81
244
159
Welspun India Ltd
Clothing & Textiles
Terry towelling & similar woven terry fabrics
1409.82
1926.56
516.74
82
323
237
Reliance Industries Ltd
Petroleum Products
Petroleum products (Refineries)
141692.98
191486.71
49793.73
83
217
130
Hindustan Aeronautics Ltd
Auto
Aircrafts
10360.51
11418.66
1058.15
84
184
96
Hyundai Motor India Ltd
Auto
Passenger cars
16775.56
20363.43
3587.87
85
500
411
Goodyear India Ltd
Rubber Products
Tyres
921.3
1016.37
95.07
86
-
Macleods Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
716.9
888.75
171.85
87
155
64
FDC Ltd
Pharmaceuticals
Drug formulations
576.29
621.88
45.59
88
318
226
Rajesh Exports Ltd
Gems & jewellery
Jewellery
11376.98
17895.11
6518.13
89
235
142
Tide Water Oil Co (India) Ltd
Petroleum Products
Lube oils & lubricants
527.73
649.95
122.22
90
257
163
Automotive Axles Ltd
Automobile ancillaries
Axle shafts
268.15
669.61
401.46
91
-
Mankind Pharma Ltd
Pharmaceuticals
Drug formulations
839.49
1084.72
245.23
92
350
253
Alfa Laval (India) Ltd
Machinery
Machinery used in food & beverage industries
800.79
890.34
89.55
93
173
75
TTK Prestige Ltd
Electrical & Electronic Goods
Cookers
401.35
507.11
105.76
94
84
-15
Bharat Heavy Electricals Ltd
Electrical Equipment
Prime movers
26555.97
33170.74
6614.77
56
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
13%
859.05
1507.92
421.3
845.8
424.5
101%
4.71
6.49
1.78
38%
8%
15%
6%
214.08
327.86
142.1
235.02
92.92
65%
21.01
28.66
7.65
36%
7%
12%
17%
122.41
190.4
81.85
132.79
50.94
62%
28.06
35.62
7.56
27%
8%
11%
22%
250.77
309.31
97.39
144.83
47.44
49%
15.49
20.54
5.05
33%
6%
7%
32%
184.31
200.75
46.34
107.11
60.77
131%
4.36
10.18
5.82
133%
4%
7%
8%
419.48
573.12
241.44
336.25
94.81
39%
16.62
20.86
4.24
26%
6%
8%
12%
204.52
319.54
145.23
228.16
82.93
57%
16.96
20.8
3.84
23%
7%
9%
24%
331.37
402.52
188.33
232.78
44.45
24%
26.65
27.4
0.75
3%
12%
12%
32%
65.75
126.22
58.3
110.43
52.13
89%
43.7
55.65
11.95
27%
17%
24%
22%
341.06
466.18
142.34
226
83.66
59%
10.5
12.54
2.04
19%
10%
12%
47%
98.72
158.38
57.45
92.84
35.39
62%
16.86
21.17
4.31
26%
8%
9%
1008%
28.5
169.29
16.66
89.05
72.39
435%
6.22
14.85
8.63
139%
16%
8%
65%
56.89
112.18
40.11
80.05
39.94
100%
11.99
19.7
7.71
64%
12%
14%
19%
462.77
569.03
372.84
433.14
60.3
16%
53.22
49.99
-3.23
-6%
16%
15%
83%
37.46
100.97
11.34
53.63
42.29
373%
4.74
15.94
11.2
236%
3%
8%
40%
93.68
148.06
55.01
87.51
32.5
59%
17.9
24.27
6.37
36%
11%
12%
11%
391.89
525.39
252.59
344.22
91.63
36%
29.99
30.8
0.81
3%
6%
8%
10%
1799.66
2088.18
977.02
1093.24
116.22
12%
19.17
18.26
-0.91
-5%
15%
16%
60%
1820.58
2650.78
474.34
738.91
264.57
56%
3.07
3.94
0.87
28%
6%
5%
16%
662.86
875.94
236.54
339.47
102.93
44%
7
9.32
2.32
33%
6%
7%
21%
119.73
196.02
43.6
94.91
51.31
118%
7.02
13.73
6.71
96%
4%
7%
37%
280.46
440.5
30.9
115.01
84.11
272%
1.52
5.21
3.69
243%
2%
6%
35%
25386.94
33032.85
15309.32
16235.67
926.35
6%
10.24
8.56
-1.68
-16%
11%
8%
10%
2945.75
3379.76
1739.86
1967.41
227.55
13%
28.13
22.8
-5.33
-19%
17%
17%
21%
1215.34
1409.85
195.64
375.53
179.89
92%
2.66
5.81
3.15
118%
1%
2%
10%
66.54
127.44
32.19
73.09
40.9
127%
15.08
39.13
24.05
159%
3%
7%
24%
116.53
163.55
95.39
133.26
37.87
40%
23.34
26.03
2.69
12%
13%
15%
8%
118.38
193.01
83.43
148.82
65.39
78%
20.36
31.58
11.22
55%
14%
24%
57%
239.27
301.01
87.38
193.4
106.02
121%
3.77
6.31
2.54
67%
1%
1%
23%
50.63
102.09
27.55
57.79
30.24
110%
16.04
31.31
15.27
95%
5%
9%
150%
37.54
90.43
9.66
44.07
34.41
356%
2.32
17.37
15.05
649%
4%
7%
29%
191.32
255.2
120.55
172.02
51.47
43%
41.48
40.53
-0.95
-2%
14%
16%
11%
147.1
200.26
90.17
123.34
33.17
37%
26.45
34.88
8.43
32%
11%
14%
26%
38.13
80.13
22.38
52.44
30.06
134%
20.64
42.38
21.74
105%
6%
10%
25%
5290.99
7121.36
3138.21
4310.64
1172.43
37%
19.08
11.62
-7.46
-39%
12%
13%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
57
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
95
49
-51
Hyderabad Industries Ltd
Non-metallic Mineral Products
Asbestos-cement products
624.51
696.84
72.33
96
289
188
Gillette India Ltd
Metal Products
Razors & razor blades
653.77
843.61
189.84
97
-
Banco Products (India) Ltd
Automobile ancillaries
Automobile engine parts
292.69
412.68
119.99
Dharampal Satyapal Ltd
Food Products
Chewing tobacco, jarda, scented tobacco
665.4
837.06
171.66
98
226
99
-
Paras Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
290.22
379.55
89.33
100
-
Indian Additives Ltd
Petroleum Products
Lube oils & lubricants
242.8
323.48
80.68
101
75
-31
Bajaj Electricals Ltd
Electrical & Electronic Goods
Electric appliances
1762.61
2225.77
463.16
102
489
382
Shriram Pistons & Rings Ltd
Automobile ancillaries
Pistons
607.74
754.92
147.18
103
336
228
Suzuki Powertrain India Ltd
Automobile ancillaries
Automobile ancillaries
2289.66
3274.28
984.62
104
476
367
Venky'S (India) Ltd
Food Products
Poultry
567.87
704.1
136.23
105
346
236
Rei Agro Ltd
Food Products
Rice
2389.2
3693.14
1303.94
106
14
-97
Cadbury India Ltd
Food Products
Chocolate & sugar confectionery
1564.48
1905.25
340.77
107
191
79
Godrej Consumer Products Ltd
Cosmetics & Soaps
Soap
1093.62
1272.29
178.67
108
512
399
Savita Oil Technologies Ltd
Petroleum Products
Lube oils & lubricants
1144.06
1177.33
33.27
109
377
263
Century Enka Ltd
Clothing & Textiles
Polyester filament yarn (PFY)
1167.02
1231.34
64.32
110
204
89
OCL India Ltd
Cement
Cement
1105.92
1357.91
251.99
111
515
399
Supreme Petrochem Ltd
Plastics & Polymers
Polystyrene
1399
1610.58
211.58
112
338
221
Berger Paints India Ltd
Petroleum Products
Decorative paints
1516.12
1693.22
177.1
113
383
265
HEG Ltd
Glass & Cermics
Graphite carbon bricks
1027.93
1132.24
104.31
114
-
Strides Arcolab Ltd
Pharmaceuticals
Drug formulations
613.59
778.79
165.2
115
608
488
Spicer India Ltd
Automobile ancillaries
Axle shafts
532.26
645.48
113.22
116
31
-90
Bannari Amman Sugars Ltd
Food Products
Sugar
710.08
884.11
174.03
117
-
Surya Vinayak Inds Ltd
Cosmetics & Soaps
Sandal wood oil
2261.27
4284.92
2023.65
118
596
473
Hitachi Home & Life Solutions (India) Ltd
Electrical & Electronic Goods
Window/split airconditioners
467.98
636.98
169
119
286
162
Alok Industries Ltd
Clothing & Textiles
Cloth (Fabrics)
3111.41
4440.84
1329.43
120
-
Jubilant Foodworks Ltd
Food Products
Pizzas
278.84
420.94
142.1
121
-
Turbo Energy Ltd
Automobile ancillaries
Automobile ancillaries
433.31
540.02
106.71
122
91
Torrent Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
1182.24
1434.06
251.82
123
-
Eveready Industries (India) Ltd
Electrical Equipment
Dry cells
859.99
970.27
110.28
124
450
321
Leadage Alloys India Ltd
Non-Ferrous Metals
Lead
443.67
544.65
100.98
125
38
-92
Bayer Cropscience Ltd
Chemical
Pesticides
1485.03
1717.27
232.24
126
131
0
Syngenta India Ltd
Chemical
Pesticides
1381.18
1757.95
376.77
127
-
Matrix Laboratories Ltd
Pharmaceuticals
Drugs, medicines & allied products
1486.44
1879.67
393.23
128
468
Simpson & Co Ltd
Machinery
Diesel engines
583.35
687.16
103.81
129
-
Indofil Industries Ltd
Chemical
Pesticides
599.36
714.98
115.62
58
123
-36
335
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
12%
92.58
156.97
44.09
89.72
45.63
103%
17.72
30.82
13.1
74%
7%
13%
29%
188.41
225.29
113.13
137.09
23.96
21%
24.03
25.83
1.8
7%
17%
16%
41%
58.59
109.1
41.46
78.41
36.95
89%
24.44
30.96
6.52
27%
14%
19%
26%
116.68
179.13
64.14
118.3
54.16
84%
5.51
9.24
3.73
68%
10%
14%
31%
75.37
105.31
46.54
71.3
24.76
53%
30.05
45.05
15
50%
16%
19%
33%
17.47
66.48
8.67
41.29
32.62
376%
12.07
45.62
33.55
278%
4%
13%
26%
189.61
238.75
89.13
117.09
27.96
31%
20.08
22.75
2.67
13%
5%
5%
24%
113.97
176.28
30.22
68.92
38.7
128%
6.49
14.2
7.71
119%
5%
9%
43%
289.14
539.87
7.24
91.8
84.56
1168%
1.1
4.13
3.03
275%
0%
3%
24%
47.53
95.91
20.56
53.92
33.36
162%
8.37
19.49
11.12
133%
4%
8%
55%
448.74
610.82
60.93
157.17
96.24
158%
1.9
3.53
1.63
86%
3%
4%
22%
243.55
280.24
165.78
188.63
22.85
14%
35.99
35.83
-0.16
0%
11%
10%
16%
209.76
316.56
161.55
248.12
86.57
54%
36.5
34.52
-1.98
-5%
15%
20%
3%
52.71
153.56
17.23
86.38
69.15
401%
4.79
24.72
19.93
416%
2%
7%
6%
112.07
230.04
16.62
100.16
83.54
503%
1.83
12.92
11.09
606%
1%
8%
23%
272.46
414.71
115.74
163.7
47.96
41%
9.27
10.95
1.68
18%
10%
12%
15%
76.69
128.66
19.18
60.48
41.3
215%
6.47
16.73
10.26
159%
1%
4%
12%
158.48
200.56
88.76
120.14
31.38
35%
15.97
20.84
4.87
30%
6%
7%
10%
265.58
350.18
106.99
171.07
64.08
60%
8.02
11.98
3.96
49%
10%
15%
27%
79.92
190.61
6.14
105.51
99.37
1618%
0.55
3.77
3.22
585%
1%
14%
21%
33.2
74.29
21.22
49.88
28.66
135%
14.06
29.58
15.52
110%
4%
8%
25%
175.51
243.43
119.78
143.69
23.91
20%
14.72
16.88
2.16
15%
17%
16%
89%
123.55
242.6
67.3
119.81
52.51
78%
13.37
14.33
0.96
7%
3%
3%
36%
36.63
70.29
21.07
46.14
25.07
119%
13
23.28
10.28
79%
5%
7%
43%
1030.77
1424.81
188.39
247.34
58.95
31%
2.39
3.32
0.93
39%
6%
6%
51%
33.68
65.74
7.3
32.97
25.67
352%
8.67
28.21
19.54
225%
3%
8%
25%
96.71
129.79
40.97
68
27.03
66%
16.38
24.45
8.07
49%
9%
13%
21%
255.38
378.49
186.73
207.37
20.64
11%
18.36
18.55
0.19
1%
16%
14%
13%
89.57
224.39
19.4
142.21
122.81
633%
1.53
5.07
3.54
231%
2%
15%
23%
15.16
58.57
4.82
35.22
30.4
631%
9.94
47.15
37.21
374%
1%
6%
16%
184.44
233.82
94.46
127.25
32.79
35%
18.26
20.36
2.1
12%
6%
7%
27%
250.04
277.42
154.94
178.53
23.59
15%
25.95
24.19
-1.76
-7%
11%
10%
26%
347.96
395.36
188.95
213.83
24.88
13%
13.26
12.97
-0.29
-2%
13%
11%
18%
95.08
147.45
57.3
96.01
38.71
68%
10.46
15.39
4.93
47%
10%
14%
19%
77.49
135.29
32.75
68.69
35.94
110%
13.7
20.11
6.41
47%
5%
10%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
59
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
130
626
491
Kirloskar Ferrous Inds Ltd
Iron & Steel
Pig iron
696.57
804.96
108.39
131
459
323
Mangalam Cement Ltd
Cement
Ordinary portland cement
601.61
654.46
52.85
132
186
49
Sudarshan Chemical Inds Ltd
Chemical
Pigments
452.06
567.22
115.16
Fedders Lloyd Corpn Ltd
Electrical & Electronic Goods
Air conditioning machines / systems
459.85
684.4
224.55
Rane T R W Steering Systems Ltd
Automobile ancillaries
Steering gears
287.82
400.6
112.78
DCW Ltd
Plastics & Polymers
Poly vinyl chloride
910.86
1021.08
110.22
Legrand (India) Pvt Ltd
Electrical Equipment
Automatic circuit breakers
381.36
428.28
46.92
Kirloskar Brothers Ltd
Machinery
Pumps
1828.72
2015.54
186.82
133
370
134
-
135
518
136
-
137
378
138
-
Tara Health Foods Ltd
Clothing & Textiles
Wool or animal hair carded or combed
195.06
340.61
145.55
139
-
Lakshmi Energy & Foods Ltd
Food Products
Rice
691.27
1167.43
476.16
140
274
129
Century Plyboards (India) Ltd
Paper & Wood Products
Plywood
645.09
701.96
56.87
141
11
-135
Reid & Taylor (India) Ltd
Clothing & Textiles
Cloth (Fabrics)
653.17
986.3
333.13
142
-
Valvoline Cummins Ltd
Petroleum Products
Lube oils & lubricants
488.22
623.21
134.99
143
613
465
Lucas-Tvs Ltd
Automobile ancillaries
Electrical automobile parts
844.13
1068.91
224.78
144
27
-122
Reckitt Benckiser (India) Ltd
Cosmetics & Soaps
Soap, washing preparations, etc.
1509.08
1765.59
256.51
145
321
171
Grasim Industries Ltd
Clothing & Textiles
Viscose staple fibre (VSF)
10866.33
8221.75
-2644.58
146
-
Goodricke Group Ltd
Food Products
Tea
293.36
371.73
78.37
147
74
Hetero Drugs Ltd
Pharmaceuticals
Drugs, medicines & allied products
1165.09
1513.7
348.61
148
-
Shree Ganesh Jewellery House Ltd
Gems & jewellery
Jewellery
2153.15
2952.77
799.62
149
-
Meghalaya Cement Ltd
Cement
Cement
298.02
349.46
51.44
150
-
New
Neel Metal Products Ltd
Automobile ancillaries
Other Automobile ancillaries, nec
648.62
798.75
150.13
151
213
57
Prakash Industries Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
1526.33
1565.31
38.98
152
-
Rain Cements Ltd
Petroleum Products
Petroleum coke
1191.69
890.33
-301.36
153
252
93
Relaxo Footwears Ltd
Clothing & Textiles
Slippers & chappals
408.59
555.22
146.63
154
277
117
Inox Air Products Ltd
Chemical
Oxygen
383.96
526.45
142.49
155
-
L&T-Komatsu Ltd
Auto
Earth moving machinery
1076.91
1110.82
33.91
156
-
Danieli India Ltd
Electrical Equipment
Industrial furnaces & ovens
204.84
348.69
143.85
157
90
Clariant Chemicals (India) Ltd
Chemical
Dyes
928.4
933.49
5.09
158
-
Dharani Sugars & Chemicals Ltd
Food Products
Sugar
216.83
574.49
357.66
159
-
Panasonic A V C Networks India Co Ltd
Electrical & Electronic Goods
Television receivers, colour
195.01
353.75
158.74
160
606
440
Nilkamal Ltd
Plastics & Polymers
Plastic injection moulding items
892.86
1028.35
135.49
161
408
241
Riddhi Siddhi Gluco Biols Ltd
Chemical
Starches
532.93
745.08
212.15
162
395
227
Carrier Airconditioning & Refrigeration Ltd
Electrical & Electronic Goods
Window/split airconditioners
795.18
868.72
73.54
163
281
112
KEC International Ltd
Metal Products
Transmission towers & structurals
3402.9
3821.48
418.58
164
76
-94
Rallis India Ltd
Chemical
Pesticides
845.02
880.76
35.74
60
232
378
236
-78
-73
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
16%
53.89
102.91
7.95
49.62
41.67
524%
2.2
14.51
12.31
560%
1%
6%
9%
160.65
211.73
97.16
118.94
21.78
22%
26.64
34.44
7.8
29%
16%
18%
25%
54.72
88.15
18.84
45.91
27.07
144%
11.01
20.83
9.82
89%
4%
8%
49%
29.85
77.66
11.32
40.07
28.75
254%
4.83
12.86
8.03
166%
2%
6%
39%
46.24
77.98
21.67
40.25
18.58
86%
14.9
27.71
12.81
86%
8%
10%
12%
88.2
178.06
14.25
67.63
53.38
375%
1.39
9.32
7.93
571%
2%
7%
12%
32.79
87.28
15.96
48.95
32.99
207%
9.18
30.98
21.8
237%
4%
11%
10%
151.98
235.34
67.03
117.52
50.49
75%
6.44
10.44
4
62%
4%
6%
75%
29.69
69.93
17
44.02
27.02
159%
14.88
21
6.12
41%
9%
13%
69%
216.42
225.34
91.41
139.24
47.83
52%
9.27
9
-0.27
-3%
13%
12%
9%
38.72
125.97
11.11
80.95
69.84
629%
13.46
20.57
7.11
53%
2%
12%
51%
257.91
379.96
143.77
202.94
59.17
41%
17.96
13.97
-3.99
-22%
22%
21%
28%
89.68
117.79
55.82
76.74
20.92
37%
70.69
73.38
2.69
4%
11%
12%
27%
62.47
110.73
21.45
54.23
32.78
153%
4.17
9.27
5.1
122%
3%
5%
17%
333.78
356.18
279.7
291.96
12.26
4%
242.34
233.36
-8.98
-4%
19%
17%
-24%
2863.79
3350.91
1647.96
2092.1
444.14
27%
13.2
16.18
2.98
23%
15%
25%
27%
33.41
64.54
17.59
41.94
24.35
138%
15.71
29.54
13.83
88%
6%
11%
30%
171.99
229.66
83.05
117.51
34.46
41%
11.48
11.72
0.24
2%
7%
8%
37%
191.57
239.58
132.45
165.88
33.43
25%
23.36
20.12
-3.24
-14%
6%
6%
17%
106.06
127.04
76.57
124.77
48.2
63%
30.96
35.88
4.92
16%
26%
36%
23%
56.48
88.77
26.37
49.62
23.25
88%
11.34
19.04
7.7
68%
4%
6%
3%
330.88
397.96
204.16
266.16
62
30%
15.87
17.58
1.71
11%
13%
17%
-25%
92.56
185.58
17.32
123.55
106.23
613%
1.8
12.77
10.97
609%
1%
14%
36%
43.66
79.59
14.23
37.76
23.53
165%
9.42
17.36
7.94
84%
3%
7%
37%
203.46
261.95
86.86
113.65
26.79
31%
8.58
10.3
1.72
20%
23%
22%
3%
48.14
118.25
18.99
65.54
46.55
245%
5.08
17.77
12.69
250%
2%
6%
70%
12.72
47.39
8
26.61
18.61
233%
10.19
21.81
11.62
114%
4%
8%
1%
128.86
182.76
67.48
108.14
40.66
60%
24.29
31.44
7.15
29%
7%
12%
165%
53.95
124.9
10.06
45.63
35.57
354%
3.45
8.35
4.9
142%
5%
8%
81%
3.28
26.04
1.18
17.39
16.21
1374%
2.17
32.02
29.85
1376%
1%
5%
15%
85.42
125.77
6.1
47.24
41.14
674%
1.31
9.26
7.95
607%
1%
5%
40%
62.62
120.01
13.99
39.22
25.23
180%
3.33
9.49
6.16
185%
3%
5%
9%
61.08
90.34
34.42
55.1
20.68
60%
14.15
26.61
12.46
88%
4%
6%
12%
302.26
395.02
116.29
170.99
54.7
47%
10.28
11.12
0.84
8%
3%
4%
4%
131.62
171.35
71.29
101.04
29.75
42%
13.85
20.23
6.38
46%
8%
11%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
61
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
165
71
-100
Tinplate Co. Of India Ltd
Non-Ferrous Metals
Tin plates, sheets & strips
667.09
787.88
120.79
166
570
398
S Kumars Nationwide Ltd
Clothing & Textiles
Cloth (Fabrics)
1550.03
2154.44
604.41
167
316
143
Indian Oil Corpn Ltd
Petroleum Products
Petroleum products (Refineries)
306572.56
268941.29
-37631.27
168
160
-14
ABG Shipyard Ltd
Auto
Ships, boats, etc.
1412.22
1807.67
395.45
169
351
176
Ruchi Soya Inds Ltd
Food Products
Soyabean oil
12126.3
13484.96
1358.66
170
319
143
Oswal Woollen Mills Ltd
Clothing & Textiles
Wool & woollen textiles
538.22
629.98
91.76
171
198
21
Tecpro Systems Ltd
Auto
Material handling equipment
709.25
1457.4
748.15
172
-
Jubilant Life Sciences Ltd
Chemical
Organic chemicals
2429.17
2456.39
27.22
173
287
108
Abbott India Ltd
Pharmaceuticals
Drug formulations
665.89
770.4
104.51
174
251
71
Rain Commodities Ltd
Cement
Cement
1003.03
838.25
-164.78
175
419
238
Ankur Drugs & Pharma Ltd
Pharmaceuticals
Drug formulations
965.82
1067.67
101.85
176
100
-82
KS Oils Ltd
Food Products
Mustard oil
3156.99
4044.06
887.07
177
294
111
Lanco Industries Ltd
Metal Products
Spun pipes
643.84
689.87
46.03
178
-
Hanung Toys & Textiles Ltd
Plastics & Polymers
Toys & games
648.59
847.62
199.03
752.35
751.53
-0.82
179
484
299
Sudhir Gensets Ltd
Electrical Equipment
Generating sets with diesel engines
180
150
-36
JK Paper Ltd
Paper & Wood Products
Paper
1162.5
1204.87
42.37
181
202
15
Nirma Ltd
Cosmetics & Soaps
Synthetic detergents
2879.01
2962.54
83.53
182
99
-89
Electrical Manufacturing Co Ltd
Metal Products
Transmission towers & structurals
327.32
647.81
320.49
183
232
43
Kennametal India Ltd
Machinery
Machine tools
304.72
364.83
60.11
184
-
Escorts Ltd
Auto
Tractors
2159.59
2750.06
590.47
185
434
243
Su-Raj Diamonds & Jewellery Ltd
Gems & jewellery
Diamonds
2421.27
3101.78
680.51
186
229
37
Godfrey Phillips India Ltd
Food Products
Cigarettes
1091.45
1373.08
281.63
187
429
236
JBF Industries Ltd
Plastics & Polymers
Polyethylene terephthalate (PET)
2394.28
2683.69
289.41
188
139
-55
National Fertilizers Ltd
Chemical
Urea
5045.5
5058.41
12.91
189
600
405
Sundram Fasteners Ltd
Automobile ancillaries
Automobile ancillaries
1257.06
1328.41
71.35
190
390
194
JK Tyre & Inds. Ltd
Rubber Products
Tyres
4965.92
3696.41
-1269.51
191
381
184
Hindusthan National Glass & Inds Ltd
Glass & Cermics
Glass containers
1312.81
1358.8
45.99
192
63
-135
Navin Fluorine Intl Ltd
Chemical
Fluro carbon
418.64
428.21
9.57
193
105
-94
Micro Inks Ltd
Chemical
Printing ink
1358.65
1389.2
30.55
194
407
207
Jay Shree Tea & Inds Ltd
Food Products
Tea
412.98
407.09
-5.89
195
-
Sujana Towers Ltd
Iron & Steel
Flat products
698.86
1749.13
1050.27
196
480
278
Garden Reach Shipbuilders & Engineers Ltd
Auto
Ships, boats, etc.
762.07
445.94
-316.13
197
211
8
United Spirits Ltd
Food Products
Ethyl alcohol (strength less than 80%) - (potable alcohol)
4031.05
4863.96
832.91
198
78
-126
Goa Shipyard Ltd
Auto
Ships, boats, etc.
477.84
473.24
-4.6
199
340
135
Aditya Birla Nuvo Ltd
Diversified Manufacturing
Diversified
4786.03
4823.63
37.6
62
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
18%
116.04
155.98
34.8
67.15
32.35
93%
8.38
12.49
4.11
49%
5%
9%
39%
254.62
434.23
60.09
106.1
46.01
77%
2.59
3.55
0.96
37%
4%
5%
-12%
11210.54
18906.45
2948.6
10219.35
7270.75
247%
2.84
10.68
7.84
276%
1%
4%
28%
355.72
601.42
171.1
228.92
57.82
34%
8.64
6.66
-1.98
-23%
12%
13%
11%
395.54
516.76
93.28
172.47
79.19
85%
2.2
3.98
1.78
81%
1%
1%
17%
84.24
125.67
23.69
54.12
30.43
128%
5.49
12.28
6.79
124%
4%
9%
105%
92.1
210.91
50.69
109.64
58.95
116%
27.24
20.08
-7.16
-26%
7%
8%
1%
414.93
649.35
260.74
363.1
102.36
39%
7.4
8.96
1.56
21%
11%
15%
16%
102.36
126.21
62.87
77.51
14.64
23%
27.6
31.41
3.81
14%
9%
10%
-16%
179.86
259.41
85.05
154.67
69.62
82%
10.08
16.14
6.06
60%
8%
18%
11%
131.65
219.97
37.13
86.18
49.05
132%
4
7.82
3.82
96%
4%
8%
28%
361.22
475.99
169.36
224.41
55.05
33%
11.98
9.41
-2.57
-21%
5%
6%
7%
82.29
136.8
18.35
66.12
47.77
260%
3.85
11.34
7.49
195%
3%
10%
31%
113.32
155.9
64.45
90.48
26.03
40%
10.86
11.34
0.48
4%
10%
11%
0%
142.26
193.89
118.1
170.02
51.92
44%
15.94
19.27
3.33
21%
16%
23%
4%
189.23
250.8
38.01
91.03
53.02
139%
3.05
8.49
5.44
178%
3%
8%
3%
427.89
625.82
93.43
237.94
144.51
155%
4.49
6.16
1.67
37%
3%
8%
98%
21.01
45.15
7.9
24.28
16.38
207%
26.17
35.08
8.91
34%
2%
4%
20%
59.94
96.98
28.01
51.97
23.96
86%
8.7
16.19
7.49
86%
9%
14%
27%
216.33
270.31
89.73
137.55
47.82
53%
5.81
5.79
-0.02
0%
4%
5%
28%
94.77
124.07
33.2
65.19
31.99
96%
2.38
4.14
1.76
74%
1%
2%
26%
199.79
208.2
108.9
118.38
9.48
9%
17.01
16.47
-0.54
-3%
10%
9%
12%
223.49
296.87
73.5
128.78
55.28
75%
6.08
7.24
1.16
19%
3%
5%
0%
290.91
364.87
97.46
171.51
74.05
76%
0.24
6.39
6.15
2563%
2%
3%
6%
106.85
182.82
17.41
75.01
57.6
331%
1.81
7.09
5.28
292%
1%
6%
-26%
316.68
423.9
19.05
163.18
144.13
757%
1.18
10.94
9.76
827%
0%
4%
4%
222.53
303.63
107.75
155.2
47.45
44%
8.03
10.23
2.2
27%
8%
11%
2%
94.21
135.89
45.29
74.36
29.07
64%
17.63
25.54
7.91
45%
11%
17%
2%
171.16
216.05
90.29
112.55
22.26
25%
9.59
14.75
5.16
54%
7%
8%
-1%
42.15
89.43
15.32
61.72
46.4
303%
2.83
14.55
11.72
414%
4%
15%
150%
93.41
240.26
31.95
78.61
46.66
146%
6.29
6.6
0.31
5%
5%
4%
-41%
110.3
144.6
51.65
114.41
62.76
122%
5.74
12.46
6.72
117%
7%
26%
21%
670.13
863.34
296.66
376.02
79.36
27%
6.78
4.3
-2.48
-37%
7%
8%
-1%
141.16
213.19
81.96
130.72
48.76
59%
21.93
25.91
3.98
18%
17%
28%
1%
646.18
834
137.43
283.4
145.97
106%
1.07
3.28
2.21
207%
3%
6%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
63
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
200
411
205
Siyaram Silk Mills Ltd
Clothing & Textiles
Cloth (Fabrics)
530.81
660.21
129.4
201
73
-134
VA Tech Wabag Ltd
Machinery
Water treatment plants
557.58
634.72
77.14
202
355
147
TVS Srichakra Ltd
Rubber Products
Tyres
577.08
701.89
124.81
1443.7
1630.89
187.19
480.71
580.41
99.7
39.1
328.73
289.63
203
293
84
Jindal Poly Films Ltd
Plastics & Polymers
Biaxially oriented polypropylene (BOPP) film
204
363
153
Elgi Equipments Ltd
Machinery
Compressors
205
-
Southern Ispat & Energy Ltd
Iron & Steel
Stainless steel bars & rods
206
303
91
United Breweries Ltd
Food Products
Beer
1663.87
1947.61
283.74
207
578
365
Gabriel India Ltd
Automobile ancillaries
Shock absorbers
525.61
702.58
176.97
208
130
-84
Hikal Ltd
Chemical
Organic chemicals
477.54
535.45
57.91
209
119
-96
Surya Pharmaceutical Ltd
Pharmaceuticals
Antibiotics
722.74
1133.26
410.52
210
278
62
Ambuja Cements Ltd
Cement
Cement
6167.98
7071.46
903.48
211
174
-43
Graphite India Ltd
Glass & Cermics
Graphite carbon bricks
1127.06
1131.41
4.35
212
440
222
Mcnally Bharat Engg Co Ltd
Auto
Material handling equipment
964.11
1475.64
511.53
213
540
321
Nectar Lifesciences Ltd
Pharmaceuticals
Drugs, medicines & allied products
730.81
849.44
118.63
214
527
307
Saraswati Industrial Syndicate Ltd
Diversified Manufacturing
Diversified
1698.19
1744.83
46.64
215
628
407
Kalyani Steels Ltd
Iron & Steel
Alloy steel, nec
996.13
1053.25
57.12
216
-
Jocil Ltd
Chemical
Fatty acids
194.03
301.31
107.28
217
275
Pfizer Ltd
Pharmaceuticals
Drug formulations
693.49
797.55
104.06
218
-
Fenner (India) Ltd
Rubber Products
V belt
270.51
321.53
51.02
306.18
326.07
19.89
341.93
426.55
84.62
52
219
163
-62
Orient Abrasives Ltd
Non-metallic Mineral Products
220
263
37
Wartsila India Ltd
Electrical Equipment
Abrasive powder or grain on a base Generating sets with diesel engines
221
61
-166
United Phosphorus Ltd
Chemical
Pesticides
2483.66
2695.81
212.15
222
17
-211
Glaxosmithkline Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
1698.8
1921.71
222.91
223
465
236
VST Industries Ltd
Food Products
Cigarettes
362.47
461.58
99.11
224
132
-98
BASF India Ltd
Chemical
Leather auxilliaries
1117.35
1377.41
260.06
225
96
-135
Bharat Electronics Ltd
Electrical & Electronic Goods
Electronics
4596.78
5196.02
599.24
226
172
-60
Pennar Industries Ltd
Iron & Steel
Cold rolled coils, strips, sheets
629.05
771.28
142.23
227
553
320
Ineos ABS (India) Ltd
Plastics & Polymers
Acrylonitrile butadiene styrene
608.18
564.65
-43.53
228
-
VST Tillers Tractors Ltd
Machinery
Power tillers
275.43
345.14
69.71
229
68
Sabero Organics Gujarat Ltd
Chemical
Organophosphorous insecticides
366.53
430.27
63.74
230
126 -110
Surya Roshni Ltd
Metal Products
Tubes & pipes
1487.75
1790.49
302.74
231
564
327
KPR Mill Ltd
Clothing & Textiles
Cotton yarn
740.14
822.13
81.99
232
185
-53
Dhanuka Agritech Ltd
Chemical
Pesticides
336.67
408.02
71.35
233
392
153
Gitanjali Gems Ltd
Gems & jewellery
Diamonds
2693.9
3354.92
661.02
234
284
44
Rajshree Sugars & Chemicals Ltd
Food Products
Sugar
351.46
521.65
170.19
64
-167
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
24%
50.65
81.22
11.44
33.72
22.28
195%
2.47
9.06
6.59
267%
2%
5%
14%
31.66
77.94
19.07
40.98
21.91
115%
10.13
18.12
7.99
79%
3%
6%
22%
41.59
70.77
8.97
29.82
20.85
232%
4.11
12.36
8.25
201%
2%
4%
13%
275.08
407.01
126.49
208.38
81.89
65%
14.9
10.81
-4.09
-27%
9%
13%
21%
71.78
98.16
39.47
55.18
15.71
40%
22.33
25.48
3.15
14%
8%
10%
741%
1.33
12.89
0.74
8.23
7.49
1012%
4.21
28.03
23.82
566%
2%
3%
17%
232.62
286.32
62.49
96.97
34.48
55%
4.04
5.2
1.16
29%
4%
5%
34%
37.89
68.07
5.61
24.04
18.43
329%
0.44
8.41
7.97
1811%
1%
3%
12%
108.25
152.65
58.89
88.52
29.63
50%
9.29
12.11
2.82
30%
12%
17%
57%
112.95
166.6
53.59
75.54
21.95
41%
9.16
9.02
-0.14
-2%
7%
7%
15%
2264.27
2141.15
1402.27
1218.37
-183.9
-13%
25.09
17.4
-7.69
-31%
23%
17%
0%
247.26
409.19
193.57
232.16
38.59
20%
16.12
16.35
0.23
1%
17%
21%
53%
86.93
89.55
34.12
34.69
0.57
2%
3.82
8.81
4.99
131%
4%
2%
16%
145.99
213.59
54.58
91.97
37.39
69%
6.12
7.26
1.14
19%
7%
11%
3%
131.63
159.84
51.13
82.03
30.9
60%
8.82
13.86
5.04
57%
3%
5%
6%
61.91
107.69
3.31
43.34
40.03
1209%
0.08
8.8
8.72
10900%
0%
4%
55%
20.78
37.78
9.69
21.37
11.68
121%
10.7
19.32
8.62
81%
5%
7%
15%
429.68
218.3
299.12
136.88
-162.24
-54%
10.78
14.07
3.29
31%
43%
17%
19%
53.97
81.79
16.5
39.11
22.61
137%
4.76
11.84
7.08
149%
6%
12%
6%
65.93
82.9
31.84
51.17
19.33
61%
18.53
27.16
8.63
47%
10%
16%
25%
52.38
71.5
33.07
48.83
15.76
48%
10.62
14.57
3.95
37%
10%
11%
9%
375.41
454.75
147.74
181.29
33.55
23%
3.22
3.67
0.45
14%
6%
7%
13%
824.98
782.62
576.57
512.29
-64.28
-11%
40.54
30.31
-10.23
-25%
34%
27%
27%
102.5
103.45
61.82
62.05
0.23
0%
20.89
24.47
3.58
17%
17%
13%
23%
124.66
178.29
68.64
96.81
28.17
41%
18.42
14.78
-3.64
-20%
6%
7%
13%
1205.82
1133.9
742.56
711.23
-31.33
-4%
21.6
16
-5.6
-26%
16%
14%
23%
75.82
109.8
38.09
50.07
11.98
31%
13.77
16.27
2.5
18%
6%
6%
-7%
41.74
89.42
17.95
48.99
31.04
173%
7.88
19.47
11.59
147%
3%
9%
25%
47.43
64.97
28.91
42.33
13.42
46%
34.5
38.3
3.8
11%
10%
12%
17%
50.33
82.88
21.79
38.71
16.92
78%
17.27
22.57
5.3
31%
6%
9%
20%
98.03
129.55
21.54
45.17
23.63
110%
3.51
5.77
2.26
64%
1%
3%
11%
110
165.18
10.1
50.18
40.08
397%
0.94
4.97
4.03
429%
1%
6%
21%
48.57
58.92
23.2
36.34
13.14
57%
20.88
26.35
5.47
26%
7%
9%
25%
216.39
263.71
126.77
142.09
15.32
12%
4.19
4.16
-0.03
-1%
5%
4%
48%
72.62
133.38
22.28
43.17
20.89
94%
5.36
7.56
2.2
41%
6%
8%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
65
598
236
-
237
577
238
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
235
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Subros Ltd
Automobile ancillaries
Automobile ancillaries, nec
694.06
904.65
210.59
Granules India Ltd
Pharmaceuticals
Paracetamol
253.94
385.94
132
Trend Electronics Ltd
Electrical & Electronic Goods
Television receivers
827.18
1896.69
1069.51
-
Vuppalamritha Magnetic Components Ltd
Electrical & Electronic Goods
Other communication equipment
668.69
1011.51
342.82
239
-
SML Isuzu Ltd
Auto
Light commercial vehicles
544.69
719.28
174.59
240
365
119
Ahmednagar Forgings Ltd
Iron & Steel
Forgings
516.46
655.41
138.95
241
153
-94
Pradip Overseas Ltd
Clothing & Textiles
Cloth processed
1173.98
1609.51
435.53
242
258
10
Garden Silk Mills Ltd
Clothing & Textiles
Polyester filament yarn (PFY)
1332.59
2507.49
1174.9
243
270
21
Steel Authority Of India Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
43267.6
40562.6
-2705
244
557
307
Godrej Industries Ltd
Chemical
Organic chemicals
807.81
809.37
1.56
245
56
-195
Monnet Ispat & Energy Ltd
Iron & Steel
Semi-finished Steel
1549.25
1481.16
-68.09
246
123 -129
PI Industries Ltd
Chemical
Organophosphorous insecticides
515.07
592.59
77.52
247
80
-173
Procter & Gamble Hygiene & Health Care Ltd
Cosmetics & Soaps
Cosmetics & toilet preparations
760.33
892.86
132.53
248
640
386
Precision Wires India Ltd
Wires & Cables
Copper winding wires
537.05
630.18
93.13
249
189
-66
Akzo Nobel India Ltd
Petroleum Products
Decorative paints
999.5
1036.2
36.7
250
129 -127
Bombay Rayon Fashions Ltd
Clothing & Textiles
Apparels (Readymade garment)
1342.4
1614.77
272.37
251
82
-175
Visaka Industries Ltd
Non-metallic Mineral Products
Asbestos-cement products
583.47
598.11
14.64
252
88
-170
Tata Steel Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
24146.3
24703.74
557.44
253
111 -148
Sterling Biotech Ltd
Chemical
Gelatin
1178.38
1438.17
259.79
254
644
384
Sharda Motor Inds. Ltd
Automobile ancillaries
Automobile ancillaries, nec
339.63
466.33
126.7
255
302
41
Siemens Ltd
Electrical Equipment
Switching apparatus
8339.36
9276.89
937.53
256
486
224
Yokogawa India Ltd
Electrical & Electronic Goods
Process control equipment
503.49
498.75
-4.74
Blue Star Ltd
Electrical & Electronic Goods
Refrigerators, air conditioners, etc.
2502.31
2524.49
22.18
357
334
257
233
258
122 -142
Everest Industries Ltd
Non-metallic Mineral Products
Asbestos-cement products
536.08
651.6
115.52
259
367
102
Sesa Industries Ltd [Merged]
Iron & Steel
Pig iron
623.66
588.1
-35.56
260
77
-189
JB Chemicals & Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
687.62
681.05
-6.57
261
607
340
Plethico Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
474.73
474.35
-0.38
Ind-Swift Laboratories Ltd
Pharmaceuticals
Drugs, medicines & allied products
583.24
781.75
198.51
-30
262
223
263
138 -131
Heidelberg Cement India Ltd
Cement
Cement
735.89
890.61
154.72
264
280
10
Madras Cements Ltd
Cement
Cement
2431.72
2784.01
352.29
265
447
176
Kajaria Ceramics Ltd
Glass & Cermics
Ceramic tiles
669.09
730.92
61.83
266
-
Falcon Tyres Ltd
Rubber Products
Tyres
788.43
790.39
1.96
Bata India Ltd
Clothing & Textiles
Leather shoes
982.36
1087.87
105.51
267
-45
120 -153
268
-
Page Industries Ltd
Clothing & Textiles
Apparels (Readymade garment)
256.63
341.3
84.67
269
-
Wipro Ge Healthcare Pvt. Ltd
Electrical & Electronic Goods
Medical electronic equipment, nec
1077.06
1268.76
191.7
66
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
30%
64.4
94.09
13.42
28.09
14.67
109%
4.35
8.45
4.1
94%
2%
3%
52%
29.5
60.07
5.09
23.95
18.86
371%
1.75
7.94
6.19
354%
2%
6%
129%
28.21
89.5
3.99
19.06
15.07
378%
1.15
3.94
2.79
243%
0%
1%
51%
90.05
161.17
54
84.46
30.46
56%
21.5
13.46
-8.04
-37%
8%
8%
32%
27.98
56.63
4.79
21.46
16.67
348%
1.02
6.95
5.93
581%
1%
3%
27%
110.56
176.31
35.92
64.09
28.17
78%
5.33
6.3
0.97
18%
7%
10%
37%
110.83
156.89
43.9
66.69
22.79
52%
12.23
10.78
-1.45
-12%
4%
4%
88%
168.49
245.81
49.58
63.2
13.62
27%
3.88
4.3
0.42
11%
4%
3%
-6%
10993.27
11932.72
6170.4
6754.37
583.97
9%
19.22
15.29
-3.93
-20%
14%
17%
0%
92.1
159.16
18.08
80.96
62.88
348%
1.16
4.61
3.45
297%
2%
10%
-4%
404.84
477.21
216
269.1
53.1
25%
9.09
9.54
0.45
5%
14%
18%
15%
61.9
86.15
23.09
40.95
17.86
77%
9.12
14.31
5.19
57%
4%
7%
17%
246.03
258.67
178.85
179.77
0.92
1%
42.97
35.05
-7.92
-18%
24%
20%
17%
16.32
48.79
1.16
22.62
21.46
1850%
0.48
9.7
9.22
1921%
0%
4%
4%
402.9
222.31
294.6
159.31
-135.29
-46%
11.85
15.98
4.13
35%
29%
15%
20%
325.88
402.86
148.5
175.92
27.42
18%
7.11
4.86
-2.25
-32%
11%
11%
3%
89.06
115.69
35.94
57.21
21.27
59%
9.85
15.38
5.53
56%
6%
10%
2%
9777.46
10144.73
5201.74
5046.8
-154.94
-3%
10.19
8.43
-1.76
-17%
22%
20%
22%
499.01
578.11
219.18
237
17.82
8%
6.06
3.64
-2.42
-40%
19%
16%
37%
32.02
53.88
7.7
21.16
13.46
175%
2.86
9.74
6.88
241%
2%
5%
11%
1515.52
1370.82
1044.85
827.21
-217.64
-21%
40.48
25.04
-15.44
-38%
13%
9%
-1%
23.8
57.5
10.94
32.45
21.51
197%
10.98
28.17
17.19
157%
2%
7%
1%
277.65
315.18
180.29
211.49
31.2
17%
49.13
43.84
-5.29
-11%
7%
8%
22%
53.73
70.03
14.45
30.01
15.56
108%
4.19
9.37
5.18
124%
3%
5%
-6%
92.3
133.2
57.67
84.3
26.63
46%
22.57
25.83
3.26
14%
9%
14%
-1%
133.16
154.98
78.74
101
22.26
28%
10.72
13.72
3
28%
11%
15%
0%
90.02
144.63
60.85
107.04
46.19
76%
5.35
8.34
2.99
56%
13%
23%
34%
114.15
121.23
39.79
57.96
18.17
46%
7.28
7.61
0.33
5%
7%
7%
21%
131.4
203.23
125.53
134.04
8.51
7%
26.7
18.5
-8.2
-31%
17%
15%
14%
789.46
872.68
363.52
353.68
-9.84
-3%
11.58
9.05
-2.53
-22%
15%
13%
9%
81.58
115.44
8.9
35.85
26.95
303%
1.9
8.03
6.13
323%
1%
5%
0%
64.18
89.78
30.02
51.63
21.61
72%
11.25
17.21
5.96
53%
4%
7%
11%
97.36
132.93
60.74
67.23
6.49
11%
21.02
22.27
1.25
6%
6%
6%
33%
57.34
71.2
31.63
39.61
7.98
25%
26.59
28.12
1.53
6%
12%
12%
18%
123.56
152.6
87.52
93.45
5.93
7%
23.54
20.33
-3.21
-14%
8%
7%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
67
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
270
136 -140
Sintex Industries Ltd
Plastics & Polymers
Builders wares of plastics
1884.06
2010.2
126.14
271
134 -143
Jyoti Structures Ltd
Metal Products
Transmission towers & structurals
1705.38
1995.84
290.46
272
222
-56
Ace Calderys Ltd
Glass & Cermics
Other refractories
409.61
426.82
17.21
273
145 -134
TVS Motor Co Ltd
Auto
Two wheelers
3668.83
4359.01
690.18
274
208
-72
Texmaco Ltd
Diversified Manufacturing
Diversified
806.15
929.95
123.8
275
18
-263
Amtek India Ltd
Automobile ancillaries
Automobile ancillaries
777.67
974.25
196.58
276
-
Mather & Platt Pumps Ltd
Machinery
Centrifugal pumps
253.83
340.72
86.89
277
528
245
Jay Bharat Maruti Ltd
Automobile ancillaries
Other Automobile ancillaries, nec
691.95
803.58
111.63
278
291
7
Hindustan Petroleum Corpn Ltd
Petroleum Products
Petroleum products (Refineries)
125682.13
108412.82
-17269.31
279
-
Jai Balaji Inds Ltd
Iron & Steel
Semi-finished Steel
1697.39
1922.42
225.03
280
23
-263
Electrosteel Castings Ltd
Metal Products
Tubes & pipes
1914.78
1435.22
-479.56
281
635
348
Ram Ratna Wires Ltd
Wires & Cables
Copper winding wires
303.52
405.33
101.81
282
53
-235
Temptation Foods Ltd
Food Products
Vegetable / fruit products
870.03
1276.18
406.15
283
-
Hindusthan Vidyut Products Ltd
Wires & Cables
Cables & other conductors
286.89
500.12
213.23
284
-
Maharashtra State Seed Corpn Ltd
Food Products
Agriseed
351.86
400.42
48.56
285
404
112
Gujarat Tea Processors & Packers Ltd
Food Products
Tea
359.91
451.62
91.71
286
19
-274
Maharashtra Seamless Ltd
Metal Products
Seamless tubes & pipes
2074.19
1603.82
-470.37
287
-
SPS Steel & Power Ltd
Iron & Steel
Semi-finished Steel
868.62
1340.77
472.15
Gharda Chemicals Ltd
Chemical
Pesticides & pesticide intermediates, nec
868.43
922.49
54.06
288
-
289
230
-66
Ramco Industries Ltd
Non-metallic Mineral Products
Asbestos-cement products
459.57
507.75
48.18
290
9
-288
Cummins India Ltd
Machinery
Internal combustion engines
3300.25
2858.51
-441.74
291
324
26
Andhra Pradesh Paper Mills Ltd
Paper & Wood Products
Paper
626.22
648.67
22.45
292
228
-71
Ralson (India) Ltd
Rubber Products
Cycle tyres
471.89
484.09
12.2
293
-
NRB Bearings Ltd
Machinery
Ball or roller bearings
293.84
351.65
57.81
294
-
Cement Manufacturing Co Ltd
Cement
Cement
282.55
303.61
21.06
295
-
Insecticides (India) Ltd
Chemical
Pesticides
263.18
377.32
114.14
619.83
663.93
44.1
134040.5
121514.01
-12526.49
296
203 -100
Novartis India Ltd
Pharmaceuticals
Drug formulations
297
295
Bharat Petroleum Corpn Ltd
Petroleum Products
Petroleum products (Refineries)
298
-
EID-Parry (India) Ltd
Food Products
Sugar
779.93
1143.97
364.04
299
314
8
Time Technoplast Ltd
Plastics & Polymers
Reservoirs, tanks, etc.
519.8
654.35
134.55
300
529
222
Ankit Metal & Power Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
505.46
634.84
129.38
301
65
-243
Areva T&D India Ltd
Electrical Equipment
Switching apparatus
2645.31
3568.79
923.48
302
157 -152
Paharpur Cooling Towers Ltd
Machinery
Industrial cooling towers
929.69
939.07
9.38
303
306
-4
Andhra Sugars Ltd
Diversified Manufacturing
Diversified
587.03
562.23
-24.8
304
420
109
Hindalco Industries Ltd
Non-Ferrous Metals
Copper
18204.08
19506.05
1301.97
68
-9
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
7%
466.62
470.19
266.71
273.7
6.99
3%
8.12
7.35
-0.77
-9%
14%
14%
17%
203.79
240.15
79.74
91.01
11.27
14%
12.43
11.54
-0.89
-7%
5%
5%
4%
68.85
84.79
28.63
42.58
13.95
49%
10.41
17.62
7.21
69%
7%
10%
19%
200.54
256.01
31.08
88.01
56.93
183%
2
1.97
-0.03
-2%
1%
2%
15%
133.15
158.71
75.84
93.04
17.2
23%
22.56
18.27
-4.29
-19%
9%
10%
25%
192.3
288.17
54.06
76.34
22.28
41%
2.53
2.63
0.1
4%
7%
8%
34%
30.82
48.42
12.97
23.81
10.84
84%
10.71
16.14
5.43
51%
5%
7%
16%
56.19
78.15
10.36
21.01
10.65
103%
6.89
13.83
6.94
101%
1%
3%
-14%
3914.84
4135.48
574.79
1301.18
726.39
126%
1.21
4.08
2.87
237%
0%
1%
13%
182.41
253.09
1.28
31.81
30.53
2385%
0.03
1.31
1.28
4267%
0%
2%
-25%
352.73
401.85
140.39
205.99
65.6
47%
5.17
6.37
1.2
23%
7%
14%
34%
11.47
27
1.37
11.71
10.34
755%
1.68
13.1
11.42
680%
0%
3%
47%
74.06
107.13
52.7
62.95
10.25
19%
18.9
14.77
-4.13
-22%
6%
5%
74%
39.5
63.13
12.3
25.18
12.88
105%
4.3
7.7
3.4
79%
4%
5%
14%
19.92
39
10.61
22.82
12.21
115%
10.97
21.17
10.2
93%
3%
6%
25%
38.6
52.98
21.21
31.32
10.11
48%
19.12
22.22
3.1
16%
6%
7%
-23%
408.86
450.79
257.85
284.6
26.75
10%
20.09
18.87
-1.22
-6%
12%
18%
54%
54.97
117.97
4.38
17.43
13.05
298%
0.22
1.54
1.32
600%
1%
1%
6%
159.73
156.07
64.92
76.44
11.52
18%
8.3
10.23
1.93
23%
7%
8%
10%
102.28
118.77
35.65
53.6
17.95
50%
6.81
9.81
3
44%
8%
11%
-13%
646.45
655.59
433.66
443.87
10.21
2%
31.05
29.18
-1.87
-6%
13%
16%
4%
112.16
145.41
18.95
54.19
35.24
186%
1.74
4.99
3.25
187%
3%
8%
3%
34.96
52.7
11.76
26.55
14.79
126%
9.58
21.73
12.15
127%
2%
5%
20%
38.11
64.86
4.26
24.41
20.15
473%
1.37
7.8
6.43
469%
1%
7%
7%
99.66
115.63
79.39
95.72
16.33
21%
22.96
23.76
0.8
3%
28%
32%
43%
27.1
35.9
20.79
28.22
7.43
36%
20.41
22.3
1.89
9%
8%
7%
7%
171.67
179.95
103.71
115.99
12.28
12%
22
20.5
-1.5
-7%
17%
17%
-9%
4044.25
4577.13
735.81
1537.53
801.72
109%
2.43
4.64
2.21
91%
1%
1%
47%
965.39
355.6
691.96
205.52
-486.44
-70%
53.38
12.76
-40.62
-76%
89%
18%
26%
107.56
130.12
58.57
67.77
9.2
16%
9.83
9.46
-0.37
-4%
11%
10%
26%
36.91
42.42
6.44
20.87
14.43
224%
2.6
7.07
4.47
172%
1%
3%
35%
411.23
411.52
226.32
192
-34.32
-15%
27.62
13.93
-13.69
-50%
9%
5%
1%
211.26
228.6
155.54
166.1
10.56
7%
23.09
20.99
-2.1
-9%
17%
18%
-4%
133.89
156.62
45.28
66.76
21.48
47%
6.94
10.78
3.84
55%
8%
12%
7%
3762.36
3307.34
2230.27
1915.63
-314.64
-14%
6.92
5.27
-1.65
-24%
12%
10%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
69
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
305
-
Anil Ltd
Chemical
Starches modified, adhesives, etc.
276.47
373.52
97.05
306
-
Confidence Petroleum India Ltd
Metal Products
LPG cylinders & other gas containers
230.33
349.59
119.26
307
552
238
Gujarat Ambuja Exports Ltd
Food Products
Wheat flour
1602.25
1398.61
-203.64
308
571
256
FCC Rico Ltd
Automobile ancillaries
Automobile ancillaries
357.45
466.38
108.93
309
-
Parenteral Drugs (India) Ltd
Pharmaceuticals
Drug formulations
226.07
336.02
109.95
310
453
Manali Petrochemical Ltd
Chemical
Propylene glycol
354.53
387.11
32.58
311
209 -109
Gujarat Fluorochemicals Ltd
Chemical
Refrigerant gases
414.92
511.84
96.92
312
292
-27
Sterlite Industries (India) Ltd
Non-Ferrous Metals
Copper
11546.97
13112.85
1565.88
313
92
-228
Unichem Laboratories Ltd
Pharmaceuticals
Drug formulations
654.72
686.93
32.21
314
-
Kudos Chemie Ltd
Pharmaceuticals
Caffeine & its salts
226.11
362.57
136.46
315
253
-69
Mangalore Chemicals & Fertilizers Ltd
Chemical
Urea
2470.03
2075.36
-394.67
316
349
26
India Cements Ltd
Cement
Cement
3226.51
3685.13
458.62
317
85
-239
Bosch Ltd
Automobile ancillaries
Automobile engine parts
4623.56
4808.11
184.55
318
-
Minda Corporation Ltd
Automobile ancillaries
Automobile locks
206.94
338.56
131.62
Shri Lakshmi Cotsyn Ltd
Clothing & Textiles
Cloth (Fabrics)
1058.77
1374.85
316.08
Maithan Alloys Ltd
Iron & Steel
Ferro alloys
649.06
472.29
-176.77
Sandhar Technologies Ltd
Automobile ancillaries
Automobile locks
435.19
557.66
122.47
319
136
210 -116
320
-
321
530
322
-
Bharat Aluminium Co Ltd
Non-Ferrous Metals
Aluminium, unwrought
4064.49
3419.16
-645.33
323
-
Rane (Madras) Ltd
Automobile ancillaries
Steering gears
352.55
418.89
66.34
324
325
-6
Kemrock Industries & Exports Ltd
Plastics & Polymers
Other articles of plastics
341.64
598.29
256.65
325
298
-34
Twilight Litaka Pharma Ltd
Pharmaceuticals
Drug formulations
370.84
492.41
121.57
326
-
SKH Metals Ltd
Automobile ancillaries
Automobile engine parts
490.42
604.05
113.63
327
642
IG Petrochemicals Ltd
Chemical
Phthalic Anhydride
556.99
542.18
-14.81
Carborundum Universal Ltd
Non-metallic Mineral Products
Abrasive powder or grain on a base
660.02
741.15
81.13
Aarti Drugs Ltd
Pharmaceuticals
Anti dysentery medicaments
376.49
471.43
94.94
Zuari Industries Ltd
Chemical
NPK mixed fertilisers
6090.01
4278.21
-1811.8
Prakash Steelage Ltd
Iron & Steel
Stainless steel flat rolled products
291.76
437.73
145.97
Merino Industries Ltd
Plastics & Polymers
292.68
329.04
36.36
Jai Corp Ltd
Iron & Steel
Sheets, films, etc. of plastic, not reinforced Clad, plated or coated flat rolled products
378.27
410.93
32.66
Fantasy Jewellery Pvt Ltd
Food Products
Other plantation crops
615.17
914.88
299.71
202
307
328
490
153
329
333
-5
330
33
-306
331
-
332
-
333
627
334
-
335
264
-80
Desai Brothers Ltd
Food Products
Bidis
519.55
565.12
45.57
336
587
242
BS Transcomm Ltd
Metal Products
Transmission towers & structurals
337.23
519.12
181.89
337
285
-61
Avon Ispat & Power Ltd
Iron & Steel
Cold rolled coils, strips, sheets
564.26
656.54
92.28
338
624
277
AGC Networks Ltd
Electrical & Electronic Goods
Communication & broadcasting equipment
508.66
493.44
-15.22
339
535
187
Sanghi Industries Ltd
Cement
Cement & clinker
805.17
653.85
-151.32
70
285
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
35%
30.07
52.44
10.51
24
13.49
128%
6.46
10.28
3.82
59%
4%
6%
52%
22.31
53.19
13.91
24.18
10.27
74%
7.99
11.06
3.07
38%
6%
7%
-13%
83.9
123.28
23.58
60.02
36.44
155%
4.9
10.07
5.17
106%
1%
4%
30%
31.47
45.25
16.21
21.76
5.55
34%
20.02
24.16
4.14
21%
5%
5%
49%
34.78
56.53
10.77
27.29
16.52
153%
3.57
6.1
2.53
71%
5%
8%
9%
19.63
35.54
7.03
21.06
14.03
200%
5.24
16.5
11.26
215%
2%
5%
23%
571.59
507.22
340.14
334.16
-5.98
-2%
19.89
16.23
-3.66
-18%
82%
65%
14%
1740.48
1353.73
1236.43
824.13
-412.3
-33%
5.71
4.77
-0.94
-16%
11%
6%
5%
165.8
187.62
124.75
133.95
9.2
7%
23.96
21.92
-2.04
-9%
19%
19%
60%
71.56
110.01
27.07
41.75
14.68
54%
9.63
9.56
-0.07
-1%
12%
12%
-16%
96.28
126.28
28.17
56.49
28.32
101%
3.88
10.46
6.58
170%
1%
3%
14%
956.26
899.37
429.19
351.35
-77.84
-18%
9.21
6.65
-2.56
-28%
13%
10%
4%
1177
1113.36
633.86
590.65
-43.21
-7%
17.38
12.49
-4.89
-28%
14%
12%
64%
25.16
37.3
9.19
18.03
8.84
96%
9.41
13.35
3.94
42%
4%
5%
30%
158.18
171.3
51.99
64.47
12.48
24%
5.29
4.89
-0.4
-8%
5%
5%
-27%
21.69
69.63
0.14
30.24
30.1
21500%
0.08
11.18
11.1
13875%
0%
6%
28%
38.96
54.77
11.9
20.15
8.25
69%
5.95
10.41
4.46
75%
3%
4%
-16%
1054.7
996.59
517.35
535.97
18.62
4%
10.15
9.62
-0.53
-5%
13%
16%
19%
18.23
34.21
0.36
13.81
13.45
3736%
0.16
10.7
10.54
6588%
0%
3%
75%
97.43
145.15
31.81
52.69
20.88
66%
4.83
4.48
-0.35
-7%
9%
9%
33%
47.09
65.11
21.93
32.63
10.7
49%
11.33
12.38
1.05
9%
6%
7%
23%
35.78
59.14
7.38
20.72
13.34
181%
3.66
7.78
4.12
113%
2%
3%
-3%
36.48
61.07
1.33
27.32
25.99
1954%
0.29
10.06
9.77
3369%
0%
5%
12%
143.05
145.63
59.72
58.01
-1.71
-3%
4.2
7.39
3.19
76%
9%
8%
25%
56.93
72.06
15.04
26.07
11.03
73%
4.92
8.56
3.64
74%
4%
6%
-30%
203.82
256.54
93.28
156.96
63.68
68%
6.33
8.79
2.46
39%
2%
4%
50%
23.45
42.7
8.08
17.63
9.55
118%
5.71
9.8
4.09
72%
3%
4%
12%
24.17
38.51
1.43
14.46
13.03
911%
0.96
15.81
14.85
1547%
0%
4%
9%
62.55
97.61
28.24
61.03
32.79
116%
0.98
2.27
1.29
132%
7%
15%
49%
7.63
20.74
2.62
8.05
5.43
207%
2.93
6.56
3.63
124%
0%
1%
9%
93.65
103.04
55.42
63.19
7.77
14%
28.58
28.29
-0.29
-1%
11%
11%
54%
34.28
57.63
12.43
24.06
11.63
94%
9.54
11.1
1.56
16%
4%
5%
16%
39.54
51.99
8.4
19.08
10.68
127%
3.93
9.4
5.47
139%
1%
3%
-3%
32.24
61.32
15.37
34.95
19.58
127%
6.41
13.25
6.84
107%
3%
7%
-19%
218.08
178.93
52.54
89.03
36.49
69%
3.03
5.13
2.1
69%
7%
14%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
71
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
713.33
1023.37
310.04
Arch Pharmalabs Ltd
Pharmaceuticals
Drugs, medicines & allied products
151 -199
Vikas W S P Ltd
Food Products
Guar gum
366.18
458.74
92.56
342
520
Uflex Ltd
Plastics & Polymers
Flexible packaging materials
1540.38
1588.7
48.32
343
-
Rupa & Co Ltd
Clothing & Textiles
Apparels - knitted / crocheted
411.84
519.93
108.09
344
362
9
Merck Ltd
Pharmaceuticals
Drug formulations
396.32
477.73
81.41
345
519
165
Adhunik Metaliks Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
1163.07
1255.7
92.63
346
-
Balrampur Chini Mills Ltd
Food Products
Sugar
1719.06
2924.63
1205.57
Banswara Syntex Ltd
Clothing & Textiles
Synthetic filament yarn other than sewing threads
549.96
629.78
79.82
Glenmark Generics Ltd
Pharmaceuticals
Pharmaceutical products, nec
778.86
825.82
46.96
340
266
341
347
-83
169
250 -106
348
-
349
617
259
Filatex India Ltd
Clothing & Textiles
Polyester filament yarn (PFY)
359.01
399.69
40.68
350
431
72
Gokul Refoils & Solvent Ltd
Food Products
Edible oils
2685.01
2763.64
78.63
351
212 -148
Somany Ceramics Ltd
Glass & Cermics
Ceramic tiles
441.54
534.34
92.8
352
143 -218
IFB Industries Ltd
Electrical & Electronic Goods
Washing machines
496.34
610.92
114.58
Vijai Electricals Ltd
Electrical Equipment
Transformers
1420.97
1601.4
180.43
353
-
354
243 -120
Opto Circuits (India) Ltd
Electrical & Electronic Goods
Medical equipment
400.5
471.25
70.75
355
247 -117
Indoco Remedies Ltd
Pharmaceuticals
Drug formulations
356.49
403.89
47.4
356
615
250
Lloyd Electric & Engineering Ltd
Electrical & Electronic Goods
585.32
676.51
91.19
357
403
37
Value Industries Ltd
Electrical & Electronic Goods
Accessories of air conditioners & refrigerators Domestic appliances (Electro-mechanical)
1202.58
1711.85
509.27
358
602
235
Tata Steel Processing & Distribution Ltd
Iron & Steel
Semi-finished Steel
1288.76
1253.7
-35.06
359
618
250
Seshasayee Paper & Boards Ltd
Paper & Wood Products
Paper
527.85
508.05
-19.8
360
488
119
Raymond Apparel Ltd [Merged]
Clothing & Textiles
Apparels (Readymade garment)
421.8
406.7
-15.1
361
-
Hi-Tech Gears Ltd
Automobile ancillaries
Drive transmission & steering parts
294.49
322.62
28.13
362
193 -178
Cheminova India Ltd
Chemical
Pesticides
340.17
412.83
72.66
363
290
Transpek-Silox Industry Ltd
Non-Ferrous Metals
Zinc products, nec
321.69
325.62
3.93
364
133 -240
Tube Investments Of India Ltd
Metal Products
ERW tubes & pipes
2153.18
2433.9
280.72
365
442
68
Usha International Ltd
Electrical & Electronic Goods
Fans
806.96
1007.69
200.73
366
413
38
Bilcare Ltd
Plastics & Polymers
Other plastic packaging goods
473.93
550.33
76.4
367
491
115
Paper Products Ltd
Plastics & Polymers
Flexible packaging materials
618.04
583.85
-34.19
368
171 -206
Balmer Lawrie & Co. Ltd
Diversified Manufacturing
Diversified
1641.28
1617.29
-23.99
369
182 -196
Amtek Auto Ltd
Automobile ancillaries
Automobile ancillaries, nec
1051.42
1276.85
225.43
370
329
-50
Emerson Climate Technologies (India) Ltd
Machinery
Compressors
353.22
372.89
19.67
371
400
20
Elecon Engineering Co Ltd
Auto
Material handling equipment
955.15
1043.95
88.8
372
388
7
Bharat Dynamics Ltd
Electrical & Electronic Goods
Defence communication equipment
462.81
625.65
162.84
373
246 -136
Kalpena Industries Ltd
Plastics & Polymers
Other articles of plastics, nec
602.91
718.7
115.79
374
358
Rashtriya Ispat Nigam Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
9101.05
9793.95
692.9
72
-82
-25
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
43%
133.04
242.81
36.77
50.88
14.11
38%
3.86
3.59
-0.27
-7%
5%
5%
25%
159.47
167.85
121.58
119.95
-1.63
-1%
17.14
14.6
-2.54
-15%
33%
26%
3%
320.02
324.49
104.58
90.4
-14.18
-14%
0.07
3.44
3.37
4814%
7%
6%
26%
31.66
45.55
13.66
24.14
10.48
77%
8.35
11.12
2.77
33%
3%
5%
21%
97.13
103.62
63.01
65.48
2.47
4%
14.26
14.09
-0.17
-1%
16%
14%
8%
185.85
261.42
30.15
53.91
23.76
79%
1.79
3.08
1.29
72%
3%
4%
70%
481.01
543.52
226.69
165.19
-61.5
-27%
9.53
5.35
-4.18
-44%
13%
6%
15%
72.94
104.02
9.59
30.88
21.29
222%
2.15
4.88
2.73
127%
2%
5%
6%
216.72
290.18
104.31
148.91
44.6
43%
58.7
13.57
-45.13
-77%
13%
18%
11%
29.44
37.54
6.58
17.19
10.61
161%
3.25
13.96
10.71
330%
2%
4%
3%
89.68
118.26
23.48
42.95
19.47
83%
4.07
6.44
2.37
58%
1%
2%
21%
42.59
56.88
8.74
20.45
11.71
134%
4.89
9.12
4.23
87%
2%
4%
23%
323.85
66.45
315.08
53.76
-261.32
-83%
36.62
35.69
-0.93
-3%
63%
9%
13%
150.96
167.41
2.06
20.27
18.21
884%
0.18
1.45
1.27
706%
0%
1%
18%
182.03
200.13
139.93
147.04
7.11
5%
21.46
15.03
-6.43
-30%
35%
31%
13%
50.75
58.43
31.44
42.09
10.65
34%
9.81
11.65
1.84
19%
9%
10%
16%
48.35
71.6
20.37
34.38
14.01
69%
3.91
6.15
2.24
57%
3%
5%
42%
146.36
210.62
4.8
14.44
9.64
201%
0.4
0.76
0.36
90%
0%
1%
-3%
51.45
78.98
14.13
31.57
17.44
123%
2.87
9.54
6.67
232%
1%
3%
-4%
76.29
121.71
15.03
39.93
24.9
166%
2.77
7.18
4.41
159%
3%
8%
-4%
35.1
49.54
4.67
34.49
29.82
639%
2.4
7.48
5.08
212%
1%
8%
10%
30.81
47.95
5.84
17.82
11.98
205%
6.57
15.86
9.29
141%
2%
6%
21%
47.46
53.01
22.57
26.11
3.54
16%
11.32
15
3.68
33%
7%
6%
1%
40.32
57.6
23.77
33.86
10.09
42%
22.79
27.36
4.57
20%
7%
10%
13%
173.53
229.23
72.18
81.21
9.03
13%
6.01
5.58
-0.43
-7%
3%
3%
25%
40.65
58.37
20.65
32.65
12
58%
16.66
14.93
-1.73
-10%
3%
3%
16%
130.83
165.75
60.7
75.47
14.77
24%
7.69
7.09
-0.6
-8%
13%
14%
-6%
60.68
82.08
21.29
37.38
16.09
76%
5.85
11.34
5.49
94%
3%
6%
-1%
167.26
186.9
101.61
117.29
15.68
15%
23.05
21.02
-2.03
-9%
6%
7%
21%
394.65
491.82
152.23
143.06
-9.17
-6%
2.81
2.1
-0.71
-25%
14%
11%
6%
38.57
62.26
17.83
35.38
17.55
98%
12.53
15.37
2.84
23%
5%
9%
9%
156.53
175.76
54.97
66.95
11.98
22%
7.54
7.66
0.12
2%
6%
6%
35%
87.56
62.5
47.67
33.77
-13.9
-29%
1.77
3.92
2.15
121%
10%
5%
19%
42.8
57.85
21.85
29.91
8.06
37%
12.37
13.45
1.08
9%
4%
4%
8%
2377.61
1586.49
1335.57
796.67
-538.9
-40%
10.21
5.77
-4.44
-43%
15%
8%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
73
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
713.33
1023.37
310.04
Arch Pharmalabs Ltd
Pharmaceuticals
Drugs, medicines & allied products
151 -199
Vikas W S P Ltd
Food Products
Guar gum
366.18
458.74
92.56
342
520
Uflex Ltd
Plastics & Polymers
Flexible packaging materials
1540.38
1588.7
48.32
343
-
Rupa & Co Ltd
Clothing & Textiles
Apparels - knitted / crocheted
411.84
519.93
108.09
344
362
9
Merck Ltd
Pharmaceuticals
Drug formulations
396.32
477.73
81.41
345
519
165
Adhunik Metaliks Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
1163.07
1255.7
92.63
346
-
Balrampur Chini Mills Ltd
Food Products
Sugar
1719.06
2924.63
1205.57
Banswara Syntex Ltd
Clothing & Textiles
Synthetic filament yarn other than sewing threads
549.96
629.78
79.82
Glenmark Generics Ltd
Pharmaceuticals
Pharmaceutical products, nec
778.86
825.82
46.96
340
266
341
347
-83
169
250 -106
348
-
349
617
259
Filatex India Ltd
Clothing & Textiles
Polyester filament yarn (PFY)
359.01
399.69
40.68
350
431
72
Gokul Refoils & Solvent Ltd
Food Products
Edible oils
2685.01
2763.64
78.63
351
212 -148
Somany Ceramics Ltd
Glass & Cermics
Ceramic tiles
441.54
534.34
92.8
352
143 -218
IFB Industries Ltd
Electrical & Electronic Goods
Washing machines
496.34
610.92
114.58
Vijai Electricals Ltd
Electrical Equipment
Transformers
1420.97
1601.4
180.43
353
-
354
243 -120
Opto Circuits (India) Ltd
Electrical & Electronic Goods
Medical equipment
400.5
471.25
70.75
355
247 -117
Indoco Remedies Ltd
Pharmaceuticals
Drug formulations
356.49
403.89
47.4
356
615
250
Lloyd Electric & Engineering Ltd
Electrical & Electronic Goods
585.32
676.51
91.19
357
403
37
Value Industries Ltd
Electrical & Electronic Goods
Accessories of air conditioners & refrigerators Domestic appliances (Electro-mechanical)
1202.58
1711.85
509.27
358
602
235
Tata Steel Processing & Distribution Ltd
Iron & Steel
Semi-finished Steel
1288.76
1253.7
-35.06
359
618
250
Seshasayee Paper & Boards Ltd
Paper & Wood Products
Paper
527.85
508.05
-19.8
360
488
119
Raymond Apparel Ltd [Merged]
Clothing & Textiles
Apparels (Readymade garment)
421.8
406.7
-15.1
361
-
Hi-Tech Gears Ltd
Automobile ancillaries
Drive transmission & steering parts
294.49
322.62
28.13
362
193 -178
Cheminova India Ltd
Chemical
Pesticides
340.17
412.83
72.66
363
290
Transpek-Silox Industry Ltd
Non-Ferrous Metals
Zinc products, nec
321.69
325.62
3.93
364
133 -240
Tube Investments Of India Ltd
Metal Products
ERW tubes & pipes
2153.18
2433.9
280.72
365
442
68
Usha International Ltd
Electrical & Electronic Goods
Fans
806.96
1007.69
200.73
366
413
38
Bilcare Ltd
Plastics & Polymers
Other plastic packaging goods
473.93
550.33
76.4
367
491
115
Paper Products Ltd
Plastics & Polymers
Flexible packaging materials
618.04
583.85
-34.19
368
171 -206
Balmer Lawrie & Co Ltd
Diversified Manufacturing
Diversified
1641.28
1617.29
-23.99
369
182 -196
Amtek Auto Ltd
Automobile ancillaries
Automobile ancillaries, nec
1051.42
1276.85
225.43
370
329
-50
Emerson Climate Technologies (India) Ltd
Machinery
Compressors
353.22
372.89
19.67
371
400
20
Elecon Engineering Co Ltd
Auto
Material handling equipment
955.15
1043.95
88.8
372
388
7
Bharat Dynamics Ltd
Electrical & Electronic Goods
Defence communication equipment
462.81
625.65
162.84
373
246 -136
Kalpena Industries Ltd
Plastics & Polymers
Other articles of plastics, nec
602.91
718.7
115.79
374
358
Rashtriya Ispat Nigam Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
9101.05
9793.95
692.9
74
-82
-25
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
43%
133.04
242.81
36.77
50.88
14.11
38%
3.86
3.59
-0.27
-7%
5%
5%
25%
159.47
167.85
121.58
119.95
-1.63
-1%
17.14
14.6
-2.54
-15%
33%
26%
3%
320.02
324.49
104.58
90.4
-14.18
-14%
0.07
3.44
3.37
4814%
7%
6%
26%
31.66
45.55
13.66
24.14
10.48
77%
8.35
11.12
2.77
33%
3%
5%
21%
97.13
103.62
63.01
65.48
2.47
4%
14.26
14.09
-0.17
-1%
16%
14%
8%
185.85
261.42
30.15
53.91
23.76
79%
1.79
3.08
1.29
72%
3%
4%
70%
481.01
543.52
226.69
165.19
-61.5
-27%
9.53
5.35
-4.18
-44%
13%
6%
15%
72.94
104.02
9.59
30.88
21.29
222%
2.15
4.88
2.73
127%
2%
5%
6%
216.72
290.18
104.31
148.91
44.6
43%
58.7
13.57
-45.13
-77%
13%
18%
11%
29.44
37.54
6.58
17.19
10.61
161%
3.25
13.96
10.71
330%
2%
4%
3%
89.68
118.26
23.48
42.95
19.47
83%
4.07
6.44
2.37
58%
1%
2%
21%
42.59
56.88
8.74
20.45
11.71
134%
4.89
9.12
4.23
87%
2%
4%
23%
323.85
66.45
315.08
53.76
-261.32
-83%
36.62
35.69
-0.93
-3%
63%
9%
13%
150.96
167.41
2.06
20.27
18.21
884%
0.18
1.45
1.27
706%
0%
1%
18%
182.03
200.13
139.93
147.04
7.11
5%
21.46
15.03
-6.43
-30%
35%
31%
13%
50.75
58.43
31.44
42.09
10.65
34%
9.81
11.65
1.84
19%
9%
10%
16%
48.35
71.6
20.37
34.38
14.01
69%
3.91
6.15
2.24
57%
3%
5%
42%
146.36
210.62
4.8
14.44
9.64
201%
0.4
0.76
0.36
90%
0%
1%
-3%
51.45
78.98
14.13
31.57
17.44
123%
2.87
9.54
6.67
232%
1%
3%
-4%
76.29
121.71
15.03
39.93
24.9
166%
2.77
7.18
4.41
159%
3%
8%
-4%
35.1
49.54
4.67
34.49
29.82
639%
2.4
7.48
5.08
212%
1%
8%
10%
30.81
47.95
5.84
17.82
11.98
205%
6.57
15.86
9.29
141%
2%
6%
21%
47.46
53.01
22.57
26.11
3.54
16%
11.32
15
3.68
33%
7%
6%
1%
40.32
57.6
23.77
33.86
10.09
42%
22.79
27.36
4.57
20%
7%
10%
13%
173.53
229.23
72.18
81.21
9.03
13%
6.01
5.58
-0.43
-7%
3%
3%
25%
40.65
58.37
20.65
32.65
12
58%
16.66
14.93
-1.73
-10%
3%
3%
16%
130.83
165.75
60.7
75.47
14.77
24%
7.69
7.09
-0.6
-8%
13%
14%
-6%
60.68
82.08
21.29
37.38
16.09
76%
5.85
11.34
5.49
94%
3%
6%
-1%
167.26
186.9
101.61
117.29
15.68
15%
23.05
21.02
-2.03
-9%
6%
7%
21%
394.65
491.82
152.23
143.06
-9.17
-6%
2.81
2.1
-0.71
-25%
14%
11%
6%
38.57
62.26
17.83
35.38
17.55
98%
12.53
15.37
2.84
23%
5%
9%
9%
156.53
175.76
54.97
66.95
11.98
22%
7.54
7.66
0.12
2%
6%
6%
35%
87.56
62.5
47.67
33.77
-13.9
-29%
1.77
3.92
2.15
121%
10%
5%
19%
42.8
57.85
21.85
29.91
8.06
37%
12.37
13.45
1.08
9%
4%
4%
8%
2377.61
1586.49
1335.57
796.67
-538.9
-40%
10.21
5.77
-4.44
-43%
15%
8%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
75
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
554.95
589.34
34.39
375
299
-85
Galaxy Surfactants Ltd
Cosmetics & Soaps
Organic surface-active agents other than soap
376
305
-80
Minda Industries Ltd
Automobile ancillaries
Automobile equipment
455.18
599.64
144.46
377
35
-351
Icomm Tele Ltd
Metal Products
Other articles of iron & steel
896.31
1000.92
104.61
378
268 -119
Greenply Industries Ltd
Paper & Wood Products
Plywood
707.36
843.22
135.86
379
-
Dalmia Bharat Sugar & Inds Ltd
Food Products
Sugar
1731.17
2140.53
409.36
380
-
Kryfs Power Components Ltd
Electrical Equipment
Stampings & laminations
272.03
310.68
38.65
381
148 -242
Tata Refractories Ltd
Glass & Cermics
Other refractories
676.03
818.46
142.43
382
241 -150
Transformers & Rectifiers (India) Ltd
Electrical Equipment
Transformers
427.54
516.21
88.67
383
537
145
Owens-Corning (India) Ltd
Glass & Cermics
Glass fibres
322.26
321.04
-1.22
384
474
81
Apar Industries Ltd
Diversified Manufacturing
Diversified
2422.41
1950.8
-471.61
385
-
Honda Siel Power Products Ltd
Electrical Equipment
Portable generating sets
235.4
306.24
70.84
386
37
Frigerio Conserva Allana Ltd
Food Products
Meat preparations
967.15
1151.27
184.12
387
-
Innoventive Industries Ltd
Metal Products
Steel tubular structural poles
348.2
391.06
42.86
-358
388
276 -121
SEL Manufacturing Co Ltd
Clothing & Textiles
Textiles
605.96
963.18
357.22
389
219 -179
Parekh Aluminex Ltd
Non-Ferrous Metals
Other aluminium products
421.26
634.16
212.9
390
477
78
Responsive Industries Ltd
Plastics & Polymers
Floor coverings of plastics
427.07
546.83
119.76
391
549
149
Telco Construction Equipment Co Ltd
Auto
Scrappers, shovels & excavators
1939.77
1956.09
16.32
392
-
Pearl Global Ltd
Clothing & Textiles
Apparels (Readymade garment)
415.15
556.72
141.57
Powerica Ltd
Electrical Equipment
Generating sets with diesel engines
908.9
812.44
-96.46
393
421
19
394
39
-364
Deepak Fertilisers & Petrochemicals Corpn Ltd
Chemical
Chemicals
1409.42
1283.99
-125.43
395
524
120
Panama Petrochem Ltd
Petroleum Products
Lube oils & lubricants
367.21
320.29
-46.92
396
341
-64
Gillanders Arbuthnot & Co Ltd
Diversified Manufacturing
Diversified
477.63
611.92
134.29
397
180 -226
Koutons Retail India Ltd
Clothing & Textiles
Apparels (Readymade garment)
1039.08
1196.37
157.29
398
532
Aarvee Denims & Exports Ltd
Clothing & Textiles
Denim
327.44
379
51.56
399
267 -141
Kesoram Industries Ltd
Diversified Manufacturing
Diversified
3885.57
4712.83
827.26
400
177 -232
Nakoda Ltd
Clothing & Textiles
Partially oriented yarn (POY)
778.94
986.25
207.31
401
118 -292
Kwality Dairy (India) Ltd
Food Products
Dairy products
582.81
1054.13
471.32
125
402
-
Premium Energy Transmission Ltd
Machinery
Gears
270.13
317.84
47.71
403
-
Jay Ushin Ltd
Automobile ancillaries
Automobile locks
254.03
362.26
108.23
404
611
Roca Bathroom Products Pvt Ltd
Glass & Cermics
Ceramic sinks, wash basins, etc.
299.62
443.33
143.71
405
-
Rohit Ferro-Tech Ltd
Iron & Steel
Ferro chromium
876.21
824.28
-51.93
406
317
Synthite Industries Ltd
Cosmetics & Soaps
Essential oils
366.46
416.78
50.32
407
-
Gujarat Sidhee Cement Ltd
Cement
Cement
646.16
646.16
0
Orient Paper & Inds Ltd
Cement
Portland slag cement
1543.98
1671.18
127.2
Amar Remedies Ltd
Cosmetics & Soaps
Tooth paste
369.49
473.1
103.61
408
198
-98
262 -155
409
-
76
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
6%
57.93
85.89
26.72
40.36
13.64
51%
12.54
14.48
1.94
15%
5%
7%
32%
58.23
71.45
15.17
22.87
7.7
51%
7.53
9.19
1.66
22%
3%
4%
12%
90.4
113.09
26.96
43.91
16.95
63%
4.25
5.27
1.02
24%
3%
4%
19%
84.22
103.96
37.31
49.57
12.26
33%
9.2
8.45
-0.75
-8%
5%
6%
24%
489.76
500.17
158.62
136.99
-21.63
-14%
5.09
3.61
-1.48
-29%
9%
6%
14%
12.19
28.06
6.45
16.31
9.86
153%
5.63
13.54
7.91
140%
2%
5%
21%
91.88
90.65
34.44
38.47
4.03
12%
9.77
10
0.23
2%
5%
5%
21%
75.34
84.02
44.12
49.51
5.39
12%
16.08
15.08
-1
-6%
10%
10%
0%
70.48
101.54
13.15
33.08
19.93
152%
2.26
7.06
4.8
212%
4%
10%
-19%
93.34
111.87
5.31
30.58
25.27
476%
1.22
7.71
6.49
532%
0%
2%
30%
30.28
27.17
15.64
12.69
-2.95
-19%
7.77
15.96
8.19
105%
7%
4%
19%
178.25
146.16
105.91
85.96
-19.95
-19%
24.53
16.32
-8.21
-33%
11%
7%
12%
58.66
102.99
11.69
27.39
15.7
134%
5.51
8.66
3.15
57%
3%
7%
59%
128.91
175.86
62.28
61.9
-0.38
-1%
7.18
5.67
-1.51
-21%
10%
6%
51%
72.27
110.34
37.73
45.38
7.65
20%
9.68
7.68
-2
-21%
9%
7%
28%
52.51
80.89
26.61
38.14
11.53
43%
13.72
11.87
-1.85
-13%
6%
7%
1%
190.38
216.43
84.7
103.67
18.97
22%
9.45
9.08
-0.37
-4%
4%
5%
34%
15.95
32.82
0.68
9.82
9.14
1344%
0.55
3.62
3.07
558%
0%
2%
-11%
135.82
165.57
87.32
105.35
18.03
21%
18.2
16.48
-1.72
-9%
10%
13%
-9%
302.72
343.11
148.7
172.05
23.35
16%
11.87
9.68
-2.19
-18%
11%
13%
-13%
24.08
36.06
11.68
23.92
12.24
105%
15.91
23.96
8.05
51%
3%
7%
28%
46.9
82.37
16.56
25.36
8.8
53%
5.02
6.31
1.29
26%
3%
4%
15%
210.25
226.3
79.13
80.24
1.11
1%
8.83
7.43
-1.4
-16%
8%
7%
16%
39.35
70.52
2.32
22.97
20.65
890%
0.77
3.7
2.93
381%
1%
6%
21%
682.76
757.46
378.74
237.34
-141.4
-37%
12.08
5.48
-6.6
-55%
10%
5%
27%
37.08
52.89
11.77
20.89
9.12
77%
6.56
7.06
0.5
8%
2%
2%
81%
26.52
49.62
9.38
17.95
8.57
91%
10.17
9.54
-0.63
-6%
2%
2%
18%
54.92
61.69
24.07
27.79
3.72
15%
14.78
16.9
2.12
14%
9%
9%
43%
12.42
19.23
2.03
6.07
4.04
199%
3.61
9.17
5.56
154%
1%
2%
48%
44.33
58.66
17.03
18.88
1.85
11%
5
7.67
2.67
53%
6%
4%
-6%
69.68
101.25
8.1
34.17
26.07
322%
1.91
5.76
3.85
202%
1%
4%
14%
60.93
76.59
28.3
36.73
8.43
30%
7.15
8.65
1.5
21%
8%
9%
0%
100.65
100.65
57.29
57.29
0
0%
42.33
42.33
0
0%
9%
9%
8%
368.64
317.61
200.09
159.31
-40.78
-20%
22.89
13.33
-9.56
-42%
13%
10%
28%
49.9
69.49
26.68
32.25
5.57
21%
12.21
12.02
-0.19
-2%
7%
7%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
77
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
410
551
132
Bharat Forge Ltd
Automobile ancillaries
Automobile ancillaries, nec
1995.48
1843.03
-152.45
411
43
-377
Nagarjuna Agrichem Ltd
Chemical
Monocrotophos
604.56
646.45
41.89
412
579
158
Technocraft Industries (India) Ltd
Metal Products
Tubes & pipes
428.47
396.01
-32.46
Wellknown Polyesters Ltd
Clothing & Textiles
357.53
657.42
299.89
362.45
404.66
42.21
413
-
414
387
-36
Kurlon Ltd
Clothing & Textiles
Textured yarn of synthetic filament yarn Rubberised coir products & bonded fabrics
415
531
107
RR Kabel Ltd
Wires & Cables
Cables & other conductors
422.08
426.47
4.39
416
-
Nagarjuna Fertilizers & Chemicals Ltd [Merged]
Chemical
Urea
2371.29
1985.53
-385.76
417
521
Crew BOS Products Ltd
Clothing & Textiles
Leather cases of all kinds
342.56
446.46
103.9
418
168 -259
Cmi FPE Ltd
Machinery
Other industrial machinery
453.47
384.23
-69.24
419
327 -101
Excel Crop Care Ltd
Chemical
Pesticides
698.6
631.44
-67.16
420
357
Man Industries (India) Ltd
Metal Products
Tubes & pipes
1858.88
1473.7
-385.18
421
231 -199
ITW India Ltd
Metal Products
Chains & anchors of iron & steel
622.4
653.09
30.69
422
301 -130
Amrit Feeds Ltd
Food Products
Poultry feed
389.66
608.31
218.65
423
140 -292
GHCL Ltd
Chemical
Sodium carbonate (Soda Ash)
1240.96
1217.62
-23.34
424
545
112
Tata Coffee Ltd
Food Products
Coffee
315.79
329.98
14.19
425
632
198
Classic Diamonds (India) Ltd
Gems & jewellery
Diamonds
622.54
703.27
80.73
426
-
DCM Shriram Inds. Ltd
Diversified Manufacturing
Diversified
829.7
862.93
33.23
427
1
-435
Hindustan Unilever Ltd
Cosmetics & Soaps
Cosmetics, toilet preparations, soap & washing preparations
20446.01
17715.36
-2730.65
428
396
-41
Mirza International Ltd
Clothing & Textiles
Leather shoes
361.03
378.89
17.86
429
334 -104
Tamil Nadu Newsprint & Papers Ltd
Paper & Wood Products
Writing, printing paper
1122.15
1090.6
-31.55
430
343
IDMC Ltd
Machinery
Dairy machinery
304.64
347.12
42.48
431
215 -225
Avon Cycles Ltd
Auto
Bicycles
415.39
398.41
-16.98
432
622
Maheshwary Ispat Ltd
Iron & Steel
Sponge iron
415.06
618.28
203.22
433
-
Natco Pharma Ltd
Pharmaceuticals
Drug formulations
265.42
307.73
42.31
434
29
Jindal Steel & Power Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
7640.68
7334.87
-305.81
435
-
Camlin Ltd
Paper & Wood Products
Pens & pencils
282.49
330.52
48.03
436
620
175
Eicher Motors Ltd
Auto
Motorcycles
695.55
376.32
-319.23
437
546
100
Agro Tech Foods Ltd
Food Products
Edible oils
770.74
646.41
-124.33
438
481
34
ISMT Ltd
Iron & Steel
Alloy steel, nec
1294.26
1189.4
-104.86
439
485
37
Glenmark Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
830.37
987.32
156.95
440
479
30
Elder Pharmaceuticals Ltd
Pharmaceuticals
Drug formulations
615.53
699.2
83.67
441
296 -154
Raj Oil Mills Ltd
Food Products
Coconut oil
316.82
460.98
144.16
442
25
Indian Farmers Fertiliser Co-Op Ltd
Chemical
Mixed fertilisers
32948.43
16823.94
-16124.49
443
101 -351
Aventis Pharma Ltd
Pharmaceuticals
Drug formulations
1034.48
1024.54
-9.94
444
360
Ajanta Pharma Ltd
Pharmaceuticals
Drug formulations
319.3
381.84
62.54
78
95
-72
-96
181
-414
-426
-93
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
-8%
404.7
448.08
100.39
127.09
26.7
27%
3.19
3.67
0.48
15%
5%
7%
7%
113.84
124.28
49.26
59.76
10.5
21%
21.91
18.62
-3.29
-15%
8%
9%
-8%
49.09
71.18
6.88
29.6
22.72
330%
1.09
5.42
4.33
397%
2%
7%
84%
63.04
104.74
28.79
40.86
12.07
42%
8.42
6.15
-2.27
-27%
8%
6%
12%
33.55
41.56
14.27
21.06
6.79
48%
13.69
17.53
3.84
28%
4%
5%
1%
36.68
48.12
15.2
25.34
10.14
67%
9.24
14.2
4.96
54%
4%
6%
-16%
340.55
389.53
32.41
66.37
33.96
105%
1.27
3.11
1.84
145%
1%
3%
30%
44.2
63.38
11.35
18.57
7.22
64%
3.21
5.78
2.57
80%
3%
4%
-15%
20.96
49.46
2.68
27.29
24.61
918%
6.98
11.54
4.56
65%
1%
7%
-10%
68.85
75.9
27.8
37.44
9.64
35%
7.5
11.62
4.12
55%
4%
6%
-21%
136.68
161.88
47.43
67.09
19.66
41%
6.59
8.55
1.96
30%
3%
5%
5%
127.38
144.84
82.85
86.28
3.43
4%
25.13
20.46
-4.67
-19%
13%
13%
56%
9.74
13.72
3.45
5.72
2.27
66%
5.95
8.59
2.64
44%
1%
1%
-2%
282.56
298.59
106.47
121.59
15.12
14%
4.85
4.77
-0.08
-2%
9%
10%
4%
52.33
71.66
18.64
31.99
13.35
72%
3.51
6.54
3.03
86%
6%
10%
13%
40.08
53.55
3.57
17.42
13.85
388%
0.61
3.04
2.43
398%
1%
2%
4%
95.94
99.56
28.78
38.93
10.15
35%
6.13
8.02
1.89
31%
3%
5%
-13%
3290.01
3041.4
2496.45
2202.03
-294.42
-12%
117.28
79.15
-38.13
-33%
12%
12%
5%
33.56
53.58
5.36
18.79
13.43
251%
2.46
7.99
5.53
225%
1%
5%
-3%
294.09
319.08
107.39
126.06
18.67
17%
7.52
6.29
-1.23
-16%
10%
12%
14%
28.97
46.99
10.21
19.54
9.33
91%
8.14
11.59
3.45
42%
3%
6%
-4%
44.86
59.11
21.62
30.99
9.37
43%
13.76
17.16
3.4
25%
5%
8%
49%
49.32
83.07
5.09
12.8
7.71
151%
0.9
1.88
0.98
109%
1%
2%
16%
77.51
86.65
42.74
47.66
4.92
12%
12.54
12.15
-0.39
-3%
16%
15%
-4%
2667.91
2703.8
1536.48
1479.68
-56.8
-4%
16.9
11.56
-5.34
-32%
20%
20%
17%
19.14
27.37
6.11
12.04
5.93
97%
6.5
12.23
5.73
88%
2%
4%
-46%
49.47
55.54
39
37.65
-1.35
-3%
2.92
8.26
5.34
183%
6%
10%
-16%
30.62
36.23
20.85
25.14
4.29
21%
9.88
17.06
7.18
73%
3%
4%
-8%
179.95
215.64
56.23
74.61
18.38
33%
3.73
4.78
1.05
28%
4%
6%
19%
359.06
242.68
217.93
128.46
-89.47
-41%
11.38
5.37
-6.01
-53%
26%
13%
14%
106
132.23
49.14
55.39
6.25
13%
6.57
6.1
-0.47
-7%
8%
8%
46%
51.8
61.72
29.62
35.89
6.27
21%
31.09
16.93
-14.16
-46%
9%
8%
-49%
1962.36
1787.17
360.01
401.1
41.09
11%
2.35
2.79
0.44
19%
1%
2%
-1%
278.09
262.3
166.2
157.41
-8.79
-5%
22.03
16.86
-5.17
-23%
16%
15%
20%
61.09
72.5
21.38
28.54
7.16
33%
6.19
7.38
1.19
19%
7%
7%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
79
-
446
612
447
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
445
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Frigorifico Allana Ltd
Food Products
Meat preparations
1083.91
1213.9
129.99
Mirc Electronics Ltd
Electrical & Electronic Goods
Television receivers, colour
1427.47
1498.68
71.21
348 -108
Munjal Showa Ltd
Automobile ancillaries
Shock absorbers
842.51
1003.95
161.44
448
110 -347
Meghmani Organics Ltd
Chemical
Pesticides
792.33
751.93
-40.4
449
580
122
LG Balakrishnan & Bros Ltd
Metal Products
Chains & anchors of iron & steel
507.72
552.07
44.35
450
379
-80
Emami Ltd
Cosmetics & Soaps
Cosmetics & toilet preparations
693.76
939.93
246.17
451
-
Bajaj Hindusthan Ltd
Food Products
Sugar
1601.98
2870.99
1269.01
452
-
Thanga Mayil Jewellery Ltd
Gems & jewellery
Jewellery
246.77
451.29
204.52
453
46
-416
Penna Cement Inds Ltd
Cement
Cement
1140.56
1226.33
85.77
454
523
60
Essel Propack Ltd
Plastics & Polymers
Plastic packaging goods
335.22
428.58
93.36
455
-
Mishra Dhatu Nigam Ltd
Iron & Steel
Ferro alloys
301.41
363.45
62.04
456
399
-66
NR Agarwal Inds. Ltd
Paper & Wood Products
Kraft paper & paperboard
367.63
376.3
8.67
457
41
-425
Allanasons Ltd
Food Products
Meat preparations
3490.37
3715.92
225.55
458
240 -227
Esab India Ltd
Electrical Equipment
Welding electrodes / sticks / wires / fluxes
426.47
422.94
-3.53
459
32
TRF Ltd
Auto
Material handling equipment
515.84
631.65
115.81
460
-
Kothari Sugars & Chemicals Ltd
Food Products
Sugar
257.7
336.7
79
Atlas Copco (India) Ltd
Machinery
Compressors
1273.69
1269.17
-4.52
461
157
-436
121 -349
462
-
Bilt Graphic Paper Products Ltd
Paper & Wood Products
Paper
1396.17
2239.9
843.73
463
-
SKM Steels Ltd
Iron & Steel
Stainless steel bars & rods
923.13
912.85
-10.28
464
59
-414
HBL Power Systems Ltd
Electrical Equipment
Lead-acid accumulators
1237.98
1097.75
-140.23
465
375
-99
Amrit Banaspati Co. Ltd
Food Products
Vanaspati
805.84
806.17
0.33
466
-
Usher Agro Ltd
Food Products
Rice
207.99
340.82
132.83
467
156 -320
Atul Ltd
Chemical
Dyes
1181.73
1187.68
5.95
468
565
88
Asian Star Co. Ltd
Gems & jewellery
Diamonds
1255.01
1342.13
87.12
469
539
61
Universal Cables Ltd
Wires & Cables
Cables & other conductors
590.45
496.89
-93.56
470
166 -313
Hindustan Colas Ltd
Non-metallic Mineral Products
Asphalt, bitumen or coal tar pitch products
352.85
352.68
-0.17
471
543
Bharat Bijlee Ltd
Electrical Equipment
Transformers
541.59
660.81
119.22
472
108 -373
Solar Industries India Ltd
Chemical
Industrial explosives
398.26
446.47
48.21
473
508
26
Denso India Ltd
Automobile ancillaries
Electrical automobile parts
540.15
742.58
202.43
474
36
-447
Chambal Fertilisers & Chemicals Ltd
Chemical
Urea
4607.61
3547.67
-1059.94
1193.91
937.14
-256.77
63
475
103 -381
Divi'S Laboratories Ltd
Pharmaceuticals
Drugs, medicines & allied products
476
169 -316
Astrazeneca Pharma India Ltd
Pharmaceuticals
Drug formulations
355.79
397.01
41.22
477
190 -296
Forever Precious Jewellery & Diamonds Ltd
Gems & jewellery
Jewellery of gold
663.16
902.27
239.11
478
22
Sun Pharmaceutical Inds Ltd
Pharmaceuticals
Drug formulations
2691.57
1820.86
-870.71
479
347 -141
Electrotherm (India) Ltd
Iron & Steel
Semi-finished Steel
1683.81
2003.9
320.09
80
-465
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
12%
179.76
141.96
111.87
84.04
-27.83
-25%
23.39
14.65
-8.74
-37%
10%
7%
5%
53.25
56.75
8.95
18.37
9.42
105%
1.47
3.72
2.25
153%
1%
1%
19%
54.93
71.57
20.69
24.61
3.92
19%
9.12
8.93
-0.19
-2%
2%
2%
-5%
99.25
111.97
50.53
61.58
11.05
22%
8.25
8.83
0.58
7%
6%
8%
9%
90.39
78.6
39.14
24.84
-14.3
-37%
2.53
7.74
5.21
206%
8%
4%
35%
141.83
275.78
77.87
63.31
-14.56
-19%
14.11
7.54
-6.57
-47%
11%
7%
79%
689.35
668.21
154.62
51.75
-102.87
-67%
0.39
0.26
-0.13
-33%
10%
2%
83%
18.2
30.49
8.69
16.09
7.4
85%
16.32
15.33
-0.99
-6%
4%
4%
8%
349.85
294.01
200.81
148.5
-52.31
-26%
20.38
11.22
-9.16
-45%
18%
12%
28%
118.64
160.65
27.18
34.55
7.37
27%
2.46
2.82
0.36
15%
8%
8%
21%
66.15
72.49
41.06
44.62
3.56
9%
17.76
14.72
-3.04
-17%
14%
12%
2%
29.97
45.44
8.87
21.58
12.71
143%
4.82
8.88
4.06
84%
2%
6%
6%
50.37
52.96
29.57
30.19
0.62
2%
22.13
18.72
-3.41
-15%
1%
1%
-1%
99.19
108.63
61.18
66.18
5
8%
50
43.1
-6.9
-14%
14%
16%
22%
79.25
84.34
45.53
47.18
1.65
4%
56.39
20.6
-35.79
-63%
9%
7%
31%
19.57
38.19
0.84
11.39
10.55
1256%
1.44
4
2.56
178%
0%
3%
0%
179.68
179.95
83.74
84.75
1.01
1%
15.48
14.6
-0.88
-6%
7%
7%
60%
385.32
445.08
104.68
64.72
-39.96
-38%
3.8
2.04
-1.76
-46%
7%
3%
-1%
22.87
31.18
1.75
14
12.25
700%
0.47
5.94
5.47
1164%
0%
2%
-11%
192.52
202.81
90.96
100.42
9.46
10%
13.73
11.94
-1.79
-13%
7%
9%
0%
12.92
19.45
3.36
7.98
4.62
138%
4.61
11.77
7.16
155%
0%
1%
64%
26.9
47.47
14.85
23.53
8.68
58%
11.88
9.81
-2.07
-17%
7%
7%
1%
120.74
146.76
37.87
56.81
18.94
50%
5.02
5.21
0.19
4%
3%
5%
7%
71.87
73.07
18.93
28.12
9.19
49%
2.17
3.22
1.05
48%
2%
2%
-16%
48.03
66.1
7
27.14
20.14
288%
2.16
5.72
3.56
165%
1%
5%
0%
45.69
61.97
27.87
38.25
10.38
37%
42.19
40.51
-1.68
-4%
8%
11%
22%
84.66
75.72
47.53
41.22
-6.31
-13%
23.56
17.49
-6.07
-26%
9%
6%
12%
50.37
64.06
25.2
31.27
6.07
24%
11.02
11.33
0.31
3%
6%
7%
37%
42.19
44.19
18.08
18.89
0.81
4%
9.04
8.82
-0.22
-2%
3%
3%
-23%
673.26
706.73
230.56
249.05
18.49
8%
6.35
5.2
-1.15
-18%
5%
7%
-22%
510.38
440.98
424.46
344.2
-80.26
-19%
37.27
23.82
-13.45
-36%
36%
37%
12%
126.13
94.61
73.84
57.62
-16.22
-22%
43.51
35.94
-7.57
-17%
21%
15%
36%
21.27
33.96
11.17
17
5.83
52%
8.88
7.76
-1.12
-13%
2%
2%
-32%
1357.04
1015.99
1265.29
898.65
-366.64
-29%
26.6
16.45
-10.15
-38%
47%
49%
19%
218.39
252.62
52.25
53.79
1.54
3%
3.64
2.55
-1.09
-30%
3%
3%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
81
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
480
141 -348
Karp Impex Ltd
Gems & jewellery
Diamonds
1151.31
1209.89
58.58
481
393
-97
KSE Ltd
Food Products
Cattle feed
349.87
370.53
20.66
482
-
New
Marathon Electric India Pvt Ltd
Electrical Equipment
Electric motors, nec
435.54
377.47
-58.07
483
117 -375
Kirloskar Pneumatic Co Ltd
Machinery
Compressors
514.29
450.22
-64.07
484
566
73
LT Foods Ltd
Food Products
Rice
696.32
690.2
-6.12
485
398
-96
Ratnamani Metals & Tubes Ltd
Metal Products
Tubes & pipes
955.21
851.96
-103.25
486
405
-90
National Aluminium Co Ltd
Non-Ferrous Metals
Aluminium, unwrought
5060.17
5022.46
-37.71
487
337 -159
Philips Electronics India Ltd
Electrical & Electronic Goods
Lamps
3061.9
3208.7
146.8
488
-
BOC India Ltd
Chemical
Oxygen
533.73
804.69
270.96
489
-
Axiom Cordages Ltd
Plastics & Polymers
Plastic Products
223.11
352.59
129.48
490
586
Steel Strips Wheels Ltd
Automobile ancillaries
Wheels for automobiles
317.17
419.68
102.51
491
-
Nahar Industrial Enterprises Ltd
Diversified Manufacturing
Diversified
1003.1
1018.24
15.14
492
-
Modern Insulators Ltd
Electrical Equipment
Overhead line fittings
422.2
422.2
0
493
589
Gallantt Metal Ltd
Iron & Steel
Semi-finished Steel
437.64
432.46
-5.18
494
-
Tilaknagar Industries Ltd
Food Products
Indian made foreign liquors
231.57
347.97
116.4
495
-
Garware Polyester Ltd
Plastics & Polymers
Polyester film
554.82
312.4
-242.42
496
87
KSB Pumps Ltd
Machinery
Pumps
597.21
563.02
-34.19
497
-
Gili India Ltd
Gems & jewellery
Jewellery
328.89
426.63
97.74
87
87
-418
498
269 -238
Britannia Industries Ltd
Food Products
Biscuits
3173.35
3429.73
256.38
499
436
-72
Vesuvius India Ltd
Glass & Cermics
Other refractories
353.59
361.12
7.53
500
509
0
Numeric Power Systems Ltd
Electrical & Electronic Goods
Uninterrupted power supplies
408.15
436.38
28.23
501
636
126
Ucal Fuel Systems Ltd
Automobile ancillaries
Carburettors
301.23
394.15
92.92
502
149 -362
Indian Hume Pipe Co Ltd
Non-metallic Mineral Products
Products of cement, concrete, etc.
557.95
561.86
3.91
BMW Industries Ltd
Metal Products
Tubes & pipes
300.51
487.2
186.69
503
-
504
335 -178
Walchandnagar Industries Ltd
Machinery
Industrial machinery
513.53
673.07
159.54
505
64
AIA Engineering Ltd
Iron & Steel
Castings
928.09
817.92
-110.17
506
-
Cement Corpn Of India Ltd
Cement
Cement
324
334.43
10.43
Sumeet Industries Ltd
Clothing & Textiles
Polypropylene filament yarn (PPFY)
158.6
364.35
205.75
Triveni Engineering & Inds Ltd
Food Products
Sugar
1905.51
2240.35
334.84
Genus Power Infrastructures Ltd
Electrical Equipment
Meters electricity
556.08
653.34
97.26
Shiva Texfabs Ltd
Clothing & Textiles
Acrylic filament yarn (AFY)
501.82
708.91
207.09
Force Motors Ltd
Auto
Light commercial vehicles
770.08
985.9
215.82
507 508
-450
194 -323
509
-
510
448
511
-
-71
512
245 -276
BEM L Ltd
Auto
Earth moving machinery
2818.61
2851.91
33.3
513
454
-68
Emco Ltd
Electrical Equipment
Transformers
995.43
977.94
-17.49
514
98
-425
Vippy Industries Ltd
Food Products
Soyabean oil
749.94
734.44
-15.5
82
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
5%
83.58
93.16
36.41
44.85
8.44
23%
4.64
5.08
0.44
9%
3%
4%
6%
10.44
19.16
3.21
8.27
5.06
158%
5.22
13.4
8.18
157%
1%
2%
-13%
10.49
63.44
3.65
17.75
14.1
386%
1.5
7.76
6.26
417%
1%
5%
-12%
71.13
78.19
41.72
47.9
6.18
15%
27.01
26.31
-0.7
-3%
8%
11%
-1%
70.32
87.83
10.7
24.95
14.25
133%
1.01
3.7
2.69
266%
2%
4%
-11%
153.46
175.13
71.2
81.43
10.23
14%
16.71
13.92
-2.79
-17%
7%
10%
-1%
2286.1
1573.84
1272.27
814.22
-458.05
-36%
13.38
7.77
-5.61
-42%
25%
16%
5%
272.7
260.8
135.1
117.5
-17.6
-13%
11.31
8.28
-3.03
-27%
4%
4%
51%
141.71
137.68
80.04
53.24
-26.8
-33%
5.15
3.43
-1.72
-33%
15%
7%
58%
38.36
56.36
22.9
28.69
5.79
25%
21.08
12.82
-8.26
-39%
10%
8%
32%
46.51
59.08
7.8
14.52
6.72
86%
2.49
4.04
1.55
62%
2%
3%
2%
136.72
154.3
1.09
19.47
18.38
1686%
0.04
1.34
1.3
3250%
0%
2%
0%
65.94
65.94
45.35
45.35
0
0%
18.2
18.2
0
0%
11%
11%
-1%
51.65
61.48
14.14
23.55
9.41
67%
5.08
8.92
3.84
76%
3%
5%
50%
46.11
79.66
21.25
33.12
11.87
56%
14.58
8.07
-6.51
-45%
9%
10%
-44%
101.57
53.46
10.64
25.37
14.73
138%
1.79
4.69
2.9
162%
2%
8%
-6%
114.76
122.68
64.73
66.18
1.45
2%
21.51
19.84
-1.67
-8%
11%
12%
30%
24.08
33.34
15.9
19.47
3.57
22%
10.06
10.16
0.1
1%
5%
5%
8%
276.56
162.54
180.4
116.51
-63.89
-35%
15.86
8.85
-7.01
-44%
6%
3%
2%
57.98
68.64
30.64
37.38
6.74
22%
18.2
17.81
-0.39
-2%
9%
10%
7%
51.22
54.26
33.46
36.79
3.33
10%
19.39
18.32
-1.07
-6%
8%
8%
31%
46.77
62.15
0.04
7.57
7.53
18825%
0.09
1.79
1.7
1889%
0%
2%
1%
59.94
71.17
25.31
28.57
3.26
13%
6.58
9.22
2.64
40%
5%
5%
62%
33.36
47.59
7.7
10.81
3.11
40%
2.06
3.14
1.08
52%
3%
2%
31%
52.87
42.74
23.4
22.29
-1.11
-5%
6.42
6.44
0.02
0%
5%
3%
-12%
222.75
205.7
133.46
122.56
-10.9
-8%
21.37
17.12
-4.25
-20%
14%
15%
3%
103.42
101.59
52.55
52.75
0.2
0%
27.26
24.43
-2.83
-10%
16%
16%
130%
14.29
28.84
3.8
10.85
7.05
186%
3.12
3.81
0.69
22%
2%
3%
18%
438.72
290.51
169.78
90.84
-78.94
-46%
8.09
4.1
-3.99
-49%
9%
4%
17%
64.86
77.79
13.2
26.39
13.19
100%
9.57
8.33
-1.24
-13%
2%
4%
41%
48.91
105.08
11.92
35.5
23.58
198%
2.89
0.27
-2.62
-91%
2%
5%
28%
266.89
101.66
124.56
60.42
-64.14
-51%
28.68
8.67
-20.01
-70%
16%
6%
1%
463.26
403.23
268.84
222.85
-45.99
-17%
9.5
6.53
-2.97
-31%
10%
8%
-2%
143.86
241.48
53.1
133.8
80.7
152%
7.13
1.04
-6.09
-85%
5%
14%
-2%
12.85
14.08
7.38
9.42
2.04
28%
15.21
20.65
5.44
36%
1%
1%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
83
-
516
567
517
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
515
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
RSB Transmissions (I) Ltd
Automobile ancillaries
Propeller shafts
195.26
545.67
350.41
Shalimar Paints Ltd
Petroleum Products
Decorative paints
333.08
367.24
34.16
-
GS Oils Ltd
Food Products
Soyabean oil
556.15
952.3
396.15
518
-
Maharashtra Elektrosmelt Ltd [Merged]
Iron & Steel
Ferro manganese
324.65
329.38
4.73
519
-
Varun Jewels Pvt. Ltd
Gems & jewellery
Diamonds
180.1
327.64
147.54
Tata Chemicals Ltd
Chemical
Fertilisers
8353.7
5405.9
-2947.8
Kirloskar Integrated Technologies Ltd
Machinery
Machines for cleaning, sorting food grain
102.58
855.59
753.01
Lakshmi Machine Works Ltd
Machinery
Textile spinning machines
1428.06
1233.47
-194.59
520
42
307 -222
521
-
522
541
523
-
Aarti Steels Ltd
Iron & Steel
Bars & rods
772.34
672.83
-99.51
524
-
Sagar Cements Ltd
Cement
Cement
269.6
427.11
157.51
525
595
61
Rimjhim Ispat Ltd
Iron & Steel
Crude steel
494.64
577.89
83.25
526
517
-18
Omax Autos Ltd
Automobile ancillaries
Other Automobile ancillaries, nec
816.11
865.29
49.18
527
-
Mittal Corp Ltd
Iron & Steel
Alloy steel, nec
281.27
384.94
103.67
10
528
297 -240
Compuage Infocom Ltd
Electrical & Electronic Goods
Computer peripherals
770.84
1044.24
273.4
529
441
-97
S P S Steels Rolling Mills Ltd
Iron & Steel
Steel castings
964.99
1271.33
306.34
530
502
-37
Bosch Rexroth (India) Ltd
Machinery
General purpose machinery
342.47
360.65
18.18
531
452
-88
Otis Elevator Co (India) Ltd
Auto
Lifts & elevators
665.56
690.59
25.03
532
313 -228
Thermax Ltd
Electrical Equipment
Steam boilers
3091.69
3055.69
-36
Thiru Arooran Sugars Ltd
Food Products
Sugar
585.79
585.79
0
Coromandel International Ltd
Chemical
Ammonium phosphate (16-20-0)
9536.97
6400.61
-3136.36
Serum Institute Of India Ltd
Pharmaceuticals
Vaccines
1091.78
706.25
-385.53
Karma Industries Ltd
Iron & Steel
Stell Coils and sheets, Bars
276.7
428.33
151.63
FAG Bearings India Ltd
Machinery
Ball or roller bearings
753.75
800.42
46.67
821.4
1318.6
497.2
533
-
534
2
535
282 -262
536 537
-541
128 -418
538
-
Bhaskar Exxoils Pvt Ltd
Food Products
Other oil cakes, meals, etc.
539
-
Godrej Agrovet Ltd
Food Products
Animal and bird feeds
1301.48
1396.26
94.78
540
614
Alembic Ltd
Pharmaceuticals
Drug formulations
1092.36
1013.49
-78.87
541
261 -289
HSIL Ltd
Glass & Cermics
Ceramic sinks, wash basins, etc.
617.45
788.09
170.64
542
249 -302
Kanoria Chemicals & Inds Ltd
Chemical
Inorganic chemicals
497.25
424.33
-72.92
543
493
Sathavahana Ispat Ltd
Iron & Steel
Pig iron
545.31
383.52
-161.79
544
-
Bannari Amman Spinning Mills Ltd
Clothing & Textiles
Cotton yarn
285.74
354.43
68.69
545
-
HLL Lifecare Ltd
Rubber Products
Sheath contraceptives
376.47
447.86
71.39
65
-59
546
354 -201
Numaligarh Refinery Ltd
Petroleum Products
Petroleum products (Refineries)
8115.36
7072.01
-1043.35
547
605
49
Vimal Oil & Foods Ltd
Food Products
Cotton seed oil
623.37
734.6
111.23
548
639
82
Ion Exchange (India) Ltd
Machinery
Water treatment plants
426.44
500.02
73.58
549
449 -109
Praj Industries Ltd
Machinery
Brewery machinery
771.68
602.12
-169.56
84
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
179%
29.26
79.37
3.31
7.79
4.48
135%
1.49
2.21
0.72
48%
2%
1%
10%
17.79
26.1
3.56
10
6.44
181%
6.02
10.59
4.57
76%
1%
3%
71%
22.02
37.39
4.37
5.85
1.48
34%
2.98
3.16
0.18
6%
1%
1%
1%
64.35
82.31
40.89
47.9
7.01
17%
36.13
28.38
-7.75
-21%
13%
15%
82%
7.64
11.94
0.89
3.25
2.36
265%
0.98
2.68
1.7
173%
0%
1%
-35%
1016.07
981.33
452.05
434.78
-17.27
-4%
5.97
5.69
-0.28
-5%
5%
8%
734%
3.82
9.16
3.45
5.88
2.43
70%
87.83
71.97
-15.86
-18%
3%
1%
-14%
277.39
245.49
106.93
104.68
-2.25
-2%
12.65
11.5
-1.15
-9%
7%
8%
-13%
110.62
138.48
26.21
38.98
12.77
49%
5.16
6.48
1.32
26%
3%
6%
58%
58.57
83.98
16.46
19.12
2.66
16%
4.33
4.42
0.09
2%
6%
4%
17%
32.35
76.89
12.94
20.1
7.16
55%
5.94
6.58
0.64
11%
3%
3%
6%
75.93
76.84
6.78
14.2
7.42
109%
0.63
2.11
1.48
235%
1%
2%
37%
20.09
29.16
7.33
10.85
3.52
48%
7.27
8.34
1.07
15%
3%
3%
35%
21.58
20.08
4.44
6.29
1.85
42%
6.32
5.84
-0.48
-8%
1%
1%
32%
48.4
60.36
6.28
9.33
3.05
49%
2.44
2.3
-0.14
-6%
1%
1%
5%
40.47
46.41
16.48
19.11
2.63
16%
12.36
14.94
2.58
21%
5%
5%
4%
190.83
134.4
113.88
81.95
-31.93
-28%
27.37
17.34
-10.03
-37%
17%
12%
-1%
454.59
318.5
287.3
141.44
-145.86
-51%
33.04
25.28
-7.76
-23%
9%
5%
0%
131.73
131.73
41.54
41.54
0
0%
13.06
13.06
0
0%
7%
7%
-33%
949.03
843.04
496.38
468.2
-28.18
-6%
21.87
14.78
-7.09
-32%
5%
7%
-35%
468.2
383.45
387.3
287.15
-100.15
-26%
24.06
14.17
-9.89
-41%
35%
41%
55%
2.48
2.03
0.75
0.99
0.24
32%
0.29
1.69
1.4
483%
0%
0%
6%
168.42
120.36
95.72
65.54
-30.18
-32%
27.79
16.68
-11.11
-40%
13%
8%
61%
44.12
53.55
13.42
13.77
0.35
3%
4.59
3.28
-1.31
-29%
2%
1%
7%
104.48
44.88
58.38
21.71
-36.67
-63%
2.85
4.24
1.39
49%
4%
2%
-7%
98.17
102.52
7.28
20.69
13.41
184%
0.21
1.89
1.68
800%
1%
2%
28%
102.1
134.68
40.15
36.42
-3.73
-9%
6.47
4.58
-1.89
-29%
7%
5%
-15%
88.52
99.36
14.6
27.98
13.38
92%
2.44
4.34
1.9
78%
3%
7%
-30%
61.14
66.42
13.12
25.45
12.33
94%
4.14
6.37
2.23
54%
2%
7%
24%
45.78
67.45
8.05
15.05
7
87%
1.41
2.46
1.05
74%
3%
4%
19%
34.35
45.1
7.58
14.93
7.35
97%
3.84
4.91
1.07
28%
2%
3%
-13%
490.71
515.85
235.64
232.08
-3.56
-2%
9.49
8.92
-0.57
-6%
3%
3%
18%
16.66
23.45
2.83
5.32
2.49
88%
2.86
4.11
1.25
44%
0%
1%
17%
19.34
25.17
1.44
6.61
5.17
359%
0.42
1.82
1.4
333%
0%
1%
-22%
169.36
147.05
129.75
113.88
-15.87
-12%
32.17
19.39
-12.78
-40%
17%
19%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
85
NEt sALEs (Rs Crore)
INDUstRY sECtoR
2010 2009 CHANGE
INDUstRIAL ACtIVItY
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
347.5
389.12
41.62
38187.11
31805.47
-6381.64
550
254 -305
Vardhman Yarns & Threads Ltd
Clothing & Textiles
cotton yarn & sewing threads
551
72
Mangalore Refinery & Petrochemicals Ltd
Petroleum Products
Petroleum products (Refineries)
552
409 -152
Varun Beverages Ltd
Food Products
Soft drinks
453.63
756.68
303.05
553
271 -291
DIC India Ltd
Chemical
Printing ink
472.27
461.06
-11.21
-488
554
-
Secure Meters
Electrical Equipment
Meters electricity
514.9
666.2
151.3
555
-
Venus Remedies Ltd
Pharmaceuticals
Drugs, medicines & allied products
264.06
311.45
47.39
556
-
Bharat Seats Ltd
Automobile ancillaries
Auto seating systems
219.28
336.08
116.8
Cosmo Films Ltd
Plastics & Polymers
Biaxially oriented polypropylene (BOPP) film
646.06
746.9
100.84
557
342 -224
558
-
Aditya Medisales Ltd
Pharmaceuticals
Drug formulations
1586.09
1306.7
-279.39
559
-
APL Apollo Tubes Ltd
Metal Products
Galvanised pipes
392.47
377.43
-15.04
560
473
Anik Industries Ltd
Food Products
Dairy products
1008.58
1214.79
206.21
561
-
C Mahendra Exports Ltd
Gems & jewellery
Diamonds
1413.12
1564.26
151.14
562
-
Mcnally Sayaji Engg Ltd
Auto
Construction machinery
202.85
308.36
105.51
563
-
Shree Ambika Sugars Ltd
Food Products
Sugar
701.07
701.07
0
-96
564
328 -245
Su-Kam Power Systems Ltd
Electrical & Electronic Goods
Uninterrupted power supplies
307.69
394.19
86.5
565
81
ABB Ltd
Electrical Equipment
Switchgears, nec
6859.53
6241.99
-617.54
566
312 -263
Ind-Swift Ltd
Pharmaceuticals
Drug formulations
587.06
680.63
93.57
567
320 -256
Titagarh Wagons Ltd
Auto
Railway wagons, coaches, etc., nec
688.58
559.39
-129.19
Beekay Steel Inds Ltd
Iron & Steel
Bars & rods
283.52
312.3
28.78
Shrenuj & Co Ltd
Gems & jewellery
Diamonds
915.43
1038.78
123.35
Tata Sponge Iron Ltd
Iron & Steel
Sponge iron
602.82
514.13
-88.69
w
SKM Animal Feeds & Foods (India) Ltd
Food Products
Poultry feed
472.88
567.91
95.03
-565
Rashtriya Chemicals & Fertilizers Ltd
Chemical
Urea
8394.16
5672.72
-2721.44
-493
568
-
569
590
12
570
45
-534
571
-
572
16
573
187 -395
Voltamp Transformers Ltd
Electrical Equipment
Transformers
648.83
541.87
-106.96
574
220 -363
Claris Lifesciences Ltd
Pharmaceuticals
Drug formulations
687.74
634.32
-53.42
575
196 -388
Monsanto India Ltd
Food Products
Hybrid seeds
385.09
411.98
26.89
576
366 -219
Superhouse Ltd
Clothing & Textiles
Leather shoes
340.81
355.04
14.23
577
451 -135
Provogue (India) Ltd
Clothing & Textiles
Apparels (Readymade garment)
350.74
474.12
123.38
Sungwoo Gestamp Hitech (Chennai) Ltd
Automobile ancillaries
Automobile ancillaries
503.74
572.11
68.37
578
-
579
382 -206
SKF India Ltd
Machinery
Ball or roller bearings
1655.94
1588.36
-67.58
580
417 -172
KCP Ltd
Cement
Cement
346.45
357.64
11.19
581
-
Nippo Batteries Co Ltd
Electrical Equipment
Dry cells
263.78
309.88
46.1
582
-
Met Trade (India) Ltd
Non-Ferrous Metals
Lead
684.79
838.95
154.16
469.5
588.6
119.1
4414.93
4517.97
103.04
583
256 -336
Andhra Pradesh State Seeds Devp Corpn Ltd
Food Products
Seeds other than oilseeds
584
248 -345
Uttam Galva Steels Ltd
Iron & Steel
Flat products
86
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
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PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
12%
72.55
83.54
33.68
41.33
7.65
23%
16.88
10.8
-6.08
-36%
10%
11%
-17%
2289.7
2195.97
1192.54
1112.38
-80.16
-7%
19.69
15.77
-3.92
-20%
3%
3%
67%
75.06
97.45
21.87
22.2
0.33
2%
5.24
3.8
-1.44
-27%
5%
3%
-2%
36.88
44.98
15.09
22.29
7.2
48%
6.42
8.7
2.28
36%
3%
5%
29%
54.38
66.09
14.5
17.43
2.93
20%
2.9
2.82
-0.08
-3%
3%
3%
18%
64.25
74.49
45.53
41.05
-4.48
-10%
19.89
13.72
-6.17
-31%
17%
13%
53%
7.14
9.09
2.76
3.84
1.08
39%
7.76
8.83
1.07
14%
1%
1%
16%
144.13
105.26
87.46
44.6
-42.86
-49%
10.69
7.83
-2.86
-27%
14%
6%
-18%
72
23.42
5.27
7.03
1.76
33%
15.65
19.27
3.62
23%
0%
1%
-4%
12.79
39.79
0.06
17.24
17.18
28633%
2.48
4.88
2.4
97%
0%
5%
20%
41.22
43.42
10.79
11.06
0.27
3%
2.34
2.31
-0.03
-1%
1%
1%
11%
102.66
102.87
19.89
21.15
1.26
6%
1.73
1.72
-0.01
-1%
1%
1%
52%
41.86
56.7
19.46
23.37
3.91
20%
18.89
9.22
-9.67
-51%
10%
8%
0%
197.26
197.26
44.49
44.49
0
0%
7.13
7.13
0
0%
6%
6%
28%
31.08
40.12
7.78
11.01
3.23
42%
2.82
3.73
0.91
32%
3%
3%
-9%
902.45
607.05
547.41
354.64
-192.77
-35%
29.21
15.77
-13.44
-46%
8%
6%
16%
89.47
96.97
37.74
36.72
-1.02
-3%
6.55
5.29
-1.26
-19%
6%
5%
-19%
106.2
110.22
64.78
65.37
0.59
1%
15.74
12.75
-2.99
-19%
9%
12%
10%
31.82
35.3
5.41
11.08
5.67
105%
3.07
5.97
2.9
94%
2%
4%
13%
89.72
106.62
13.26
15.5
2.24
17%
1.3
1.44
0.14
11%
1%
1%
-15%
204.51
145.87
120.67
84.52
-36.15
-30%
35.47
21.95
-13.52
-38%
20%
16%
20%
15.93
18.02
5.16
6.59
1.43
28%
9.17
9.44
0.27
3%
1%
1%
-32%
523.05
522.71
211.58
234.87
23.29
11%
6.99
3.86
-3.13
-45%
3%
4%
-16%
174.95
128.3
114.8
82.53
-32.27
-28%
51.9
27.38
-24.52
-47%
18%
15%
-8%
208.05
194.63
102.37
90.32
-12.05
-12%
12.71
9.27
-3.44
-27%
15%
14%
7%
100.52
67.86
73.54
53.82
-19.72
-27%
26.04
16.05
-9.99
-38%
19%
13%
4%
28.97
35.33
7.69
13.61
5.92
77%
4.06
6.74
2.68
66%
2%
4%
35%
63.17
69.74
29.46
28.35
-1.11
-4%
4.5
3.19
-1.31
-29%
8%
6%
14%
56.28
72.12
10.35
12.85
2.5
24%
5.15
5.84
0.69
13%
2%
2%
-4%
224.26
172.48
127.66
94.25
-33.41
-26%
21.35
13.62
-7.73
-36%
8%
6%
3%
114.27
110.8
65.91
60.02
-5.89
-9%
23.12
13.48
-9.64
-42%
19%
17%
17%
30.5
31.01
16.03
16.52
0.49
3%
12.78
12.4
-0.38
-3%
6%
5%
23%
78.91
111.41
40.88
33.15
-7.73
-19%
8.28
4.38
-3.9
-47%
6%
4%
25%
6.2
10.65
1.97
8.24
6.27
318%
1.12
1.15
0.03
3%
0%
1%
2%
376.18
406.68
100.17
57.13
-43.04
-43%
5.07
3.95
-1.12
-22%
2%
1%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
87
501
586
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
585
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Su-Raj Diamond Industries Ltd
Gems & jewellery
Diamonds
326.38
424.29
97.91
424 -171
Sree Metaliks Ltd
Iron & Steel
Sponge iron
376.48
418.8
42.32
587
345 -251
Chiripal Industries Ltd
Clothing & Textiles
Cloth (Fabrics)
474.62
571.08
96.46
588
216 -381
Diamond Power Infrastructure Ltd
Wires & Cables
Cables & other conductors
567.52
584.07
16.55
589
260 -338
Gujarat Alkalies & Chemicals Ltd
Chemical
Sodium hydroxide (Caustic Soda)
1409.55
1299.72
-109.83
590
181 -418
Bhaskar Foods Pvt Ltd
Food Products
Other oil cakes, meals, etc.
914.42
1134.97
220.55
591
79
-521
Oil Country Tubular Ltd
Metal Products
Seamless tubes & pipes
419.04
331.91
-87.13
592
-
New
Kiri Industries Ltd
Chemical
Dyes
280.96
345.88
64.92
593
558
-44
Action Construction Equipment Ltd
Auto
Mobile cranes
442.19
429.93
-12.26
594
-
Corporate Ispat Alloys Ltd
Iron & Steel
Ferro alloys
251.9
337.01
85.11
-93
595
482 -122
AHW Steels Ltd
Iron & Steel
Bars & rods
344.69
444.9
100.21
596
159 -446
Vijay Tanks & Vessels Ltd
Metal Products
Other fabricated metal products
320.3
357.05
36.75
597
406 -200
GKN Driveline (India) Ltd
Automobile ancillaries
Drive transmission & steering parts
423.52
437.9
14.38
Action Ispat & Power Pvt Ltd
Iron & Steel
Semi-finished Steel
241.31
334.57
93.26
598
-
599
127 -481
Bosch Chassis Systems India Ltd
Automobile ancillaries
Suspension & braking parts
541.46
606.58
65.12
600
438 -171
Rathi Industries Ltd
Iron & Steel
Bars & rods
432.62
481.82
49.2
601
544
Garware-Wall Ropes Ltd
Clothing & Textiles
Twine, cordage, rope & cables
437.82
448.75
10.93
602
504 -107
Neelachal Ispat Nigam Ltd
Iron & Steel
Pig iron
1306.8
1524.37
217.57
347
388.4
41.4
-66
603
-
Mark Exhaust Systems Ltd
Automobile ancillaries
Automobile ancillaries, nec
604
-
Tamilnadu Petroproducts Ltd
Chemical
Linear alkyl benzene
942.75
909.24
-33.51
605
536
Kirloskar Electric Co Ltd
Electrical Equipment
Motors & generators
866.31
839.78
-26.53
606
-
Dhampur Sugar Mills Ltd
Food Products
Sugar
945.68
2308.11
1362.43
607
3
Gujarat State Fertilizers & Chemicals Ltd
Chemical
Urea
5883.47
4015.45
-1868.02
Bhilai Engineering Corpn Ltd
Diversified Manufacturing
Diversified
447.8
439.73
-8.07
Govind Rubber Ltd
Rubber Products
Cycle tyres
259.53
301.12
41.59
KLT Automotive & Tubular Products Ltd
Automobile ancillaries
Automobile engine parts
298.83
362.4
63.57
Lux Industries Ltd
Clothing & Textiles
Other garments, knitted or crocheted
295.37
336.43
41.06
608
-79
-614
460 -158
609
-
610
645
25
611
-
612
542
-80
Impex Ferro Tech Ltd
Iron & Steel
Ferro alloys
374.63
551.52
176.89
613
283 -340
SSA International Ltd
Food Products
Rice
458.23
538.16
79.93
614
444 -180
Sanwaria Agro Oils Ltd
Food Products
Soyabean oil cake
809.18
798.71
-10.47
615
12
Aarti Industries Ltd
Chemical
Dinitrochlorobenzene
1427.85
1281.94
-145.91
616
-
Sharp Menthol India Ltd
Cosmetics & Soaps
Essential oils
831.45
862.15
30.7
617
594
-33
Sundaram-Clayton Ltd
Automobile ancillaries
Suspension & braking parts
516.44
518.7
2.26
618
547
-81
Flawless Diamond (India) Ltd
Gems & jewellery
Diamonds
615.27
610.49
-4.78
619
-
Base Corporation Ltd
Electrical Equipment
Storage batteries
441.36
521.61
80.25
88
-613
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
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PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
30%
11.92
16.66
5.59
9.98
4.39
79%
4.16
4.17
0.01
0%
2%
2%
11%
79.07
78.08
38.86
37.77
-1.09
-3%
11.68
8.52
-3.16
-27%
10%
9%
20%
65.51
67.37
14.54
16.16
1.62
11%
4.06
4
-0.06
-1%
3%
3%
3%
86.15
101.2
52.77
50.57
-2.2
-4%
14.64
9.78
-4.86
-33%
9%
9%
-8%
404.98
360.19
192.27
171.84
-20.43
-11%
13.25
5.45
-7.8
-59%
14%
13%
24%
44.04
54.61
10.39
9.57
-0.82
-8%
3.5
2.73
-0.77
-22%
1%
1%
-21%
97.12
106.09
64.94
55.84
-9.1
-14%
60.89
34.49
-26.4
-43%
15%
17%
23%
31.87
67.03
8.37
24.9
16.53
197%
16.53
6.45
-10.08
-61%
3%
7%
-3%
39.19
40.6
22.73
24.44
1.71
8%
12.36
12.38
0.02
0%
5%
6%
34%
48.95
83.29
12.81
19.04
6.23
49%
1.31
1.09
-0.22
-17%
5%
6%
29%
9.24
9.08
2.93
3.77
0.84
29%
4.68
5.35
0.67
14%
1%
1%
11%
37.35
36.17
25.09
23.81
-1.28
-5%
30.18
23.21
-6.97
-23%
8%
7%
3%
62.56
69.46
25.69
27.64
1.95
8%
10.96
9.84
-1.12
-10%
6%
6%
39%
30.26
62.98
7.03
11.38
4.35
62%
2.87
2.84
-0.03
-1%
3%
3%
12%
129.16
90.99
76.54
45.21
-31.33
-41%
25.55
9.73
-15.82
-62%
14%
7%
11%
11.32
12.97
4.6
6.11
1.51
33%
9.15
9.87
0.72
8%
1%
1%
2%
44.11
49.71
16.2
19.38
3.18
20%
5.42
6.35
0.93
17%
4%
4%
17%
319.66
270.69
79.23
35.06
-44.17
-56%
3.41
1.37
-2.04
-60%
6%
2%
12%
16.45
17.98
3.14
4.68
1.54
49%
4.29
6.49
2.2
51%
1%
1%
-4%
60.56
65.88
6.54
10.77
4.23
65%
0.51
1.67
1.16
227%
1%
1%
-3%
70.64
84.02
30.21
37.59
7.38
24%
8.11
6.85
-1.26
-16%
3%
4%
144%
204.98
229.38
56.35
9.04
-47.31
-84%
4.15
0.84
-3.31
-80%
6%
0%
-32%
922.23
560.67
499.36
254.47
-244.89
-49%
22.88
9.94
-12.94
-57%
8%
6%
-2%
48.84
51.37
10.06
16.88
6.82
68%
5.27
6.57
1.3
25%
2%
4%
16%
16.11
16.09
1.44
3.27
1.83
127%
0.92
2.99
2.07
225%
1%
1%
21%
49.56
60.39
1.64
5.11
3.47
212%
0.48
0.95
0.47
98%
1%
1%
14%
11.52
12.19
3.26
4.42
1.16
36%
2.6
4.84
2.24
86%
1%
1%
47%
21.57
24.42
3.55
5.71
2.16
61%
2.71
2.28
-0.43
-16%
1%
1%
17%
25.17
35.05
7.98
9.63
1.65
21%
4.7
4.76
0.06
1%
2%
2%
-1%
73.2
76.13
39.58
39.48
-0.1
0%
15.02
11.71
-3.31
-22%
5%
5%
-10%
236.79
199.13
83.32
70.02
-13.3
-16%
10.92
8.42
-2.5
-23%
6%
5%
4%
52.35
54.89
22.16
26
3.84
17%
5.96
5.11
-0.85
-14%
3%
3%
0%
65.16
72.34
6.86
11.6
4.74
69%
0.97
2.05
1.08
111%
1%
2%
-1%
25.23
26.25
13.33
14.7
1.37
10%
9.53
10
0.47
5%
2%
2%
18%
46.75
59.57
23.97
23.66
-0.31
-1%
8.77
6.16
-2.61
-30%
5%
5%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
89
533
621
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
620
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Mahamaya Steel Inds Ltd
Iron & Steel
Structures
353.63
375.25
21.62
380 -251
Gitanjali Exports Corporation Ltd
Gems & jewellery
Diamonds
1089.82
1157.95
68.13
622
467 -165
Atlas Cycles (Haryana) Ltd
Auto
Bicycles
634.09
669
34.91
623
175 -458
Ester Industries Ltd
Plastics & Polymers
Polyester film
379.24
401.34
22.1
DCM Shriram Consolidated Ltd
Diversified Manufacturing
Diversified
3408.58
3410.47
1.89
My Home Inds Ltd
Cement
Ordinary portland cement
973.94
827.05
-146.89
Chandigarh Distillers & Bottlers Ltd
Food Products
Rectified spirit
478.15
553.49
75.34
Parbhudas Kishordas Tobacco Products Pvt Ltd
Food Products
Bidis
297.17
332.24
35.07
-97
624
-
625
89
626
389 -247
627
-546
-
628
372 -266
Gujarat Guardian Ltd
Glass & Cermics
Float glass & surface polished glass
430.98
407.36
-23.62
629
332 -307
Jayant Agro-Organics Ltd
Chemical
Hydrogenated castor oil
851.61
879.47
27.86
630
471 -169
Dankuni Steels Ltd
Iron & Steel
Semi-finished Steel
500.37
558.75
58.38
Garg Acrylics Ltd
Clothing & Textiles
Cotton & blended yarn
250.01
337.33
87.32
631
-
632
238 -404
Renaissance Jewellery Ltd
Gems & jewellery
Jewellery
669.57
475.85
-193.72
633
499 -144
Skipper Ltd
Metal Products
Welded steel tubular poles
365.43
408.99
43.56
634
630
Ambica Steels Ltd
Iron & Steel
Semi-finished Steel
452.72
329.7
-123.02
Sharon Bio-Medicine Ltd
Pharmaceuticals
Drugs, medicines & allied products
419.79
496.5
76.71
Sanvijay Rolling & Engg Ltd
Iron & Steel
Flat products
1078.82
1015.97
-62.85
Indagro Foods Ltd
Food Products
Meat of buffaloes
779.31
702.6
-76.71
635
-14
304 -341
636
-
637
15
638
432 -216
Unimark Remedies Ltd
Pharmaceuticals
Drug formulations
575.13
626.38
51.25
639
592
Murli Industries Ltd
Food Products
Soyabean oil
516.37
570.45
54.08
640
147 -503
Dishman Pharmaceuticals & Chemicals Ltd
Pharmaceuticals
Drug formulations
415.76
352.61
-63.15
641
195 -456
Sujana Metal Products Ltd
Iron & Steel
Flat products
1938.42
1938.42
0
642
425 -227
Godawari Power & Ispat Ltd
Iron & Steel
Semi-finished Steel
1032.49
771.2
-261.29
643
641
Dynamatic Technologies Ltd
Automobile ancillaries
Hydraulic pumps
301.39
300.23
-1.16
644
192 -462
Good Luck Steel Tubes Ltd
Metal Products
Tubes & pipes
488.71
485.66
-3.05
645
569
Ballarpur Industries Ltd
Paper & Wood Products
Paper
1021.41
1063.05
41.64
646
-
Shri Ramalinga Mills Ltd
Clothing & Textiles
Cotton & blended yarn
250.75
306.04
55.29
-632
-57
-12
-86
647
179 -478
Sujana Universal Inds Ltd
Iron & Steel
Cast iron castings
1398.16
1398.16
0
648
496 -162
Ingersoll-Rand (India) Ltd
Machinery
Compressors
388.37
375.52
-12.85
649
576
Hema Engineering Inds Ltd
Automobile ancillaries
Automobile ancillaries
307.32
357.73
50.41
650
-
Alchemist Ltd
Food Products
Poultry feed
386.3
396.23
9.93
Surya Foods & Agro Ltd
Food Products
Biscuits
374.49
431.47
56.98
Shri Rathi Steels Ltd
Iron & Steel
Bars & rods
367.62
347.7
-19.92
Delphi-T V S Diesel Systems Ltd
Automobile ancillaries
Fuel injection equipment
484.46
545.35
60.89
UIC Udyog Ltd
Metal Products
Wires & ropes of iron & steel
305.84
353.99
48.15
651
-83
397 -264
652
-
653
637
654
288 -376
90
-26
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
6%
21.76
27.51
7.34
10.86
3.52
48%
5.68
6.83
1.15
20%
2%
3%
6%
50.5
54.86
23.44
24.24
0.8
3%
4.08
3.35
-0.73
-18%
2%
2%
6%
21.34
20.65
1.9
3.81
1.91
101%
1.1
2.14
1.04
95%
0%
1%
6%
69.29
60.2
33.43
27.87
-5.56
-17%
17.28
13.43
-3.85
-22%
9%
7%
0%
395.62
349.54
101.79
71.28
-30.51
-30%
2.44
2.01
-0.43
-18%
3%
2%
-15%
398.7
203.33
245.78
110.38
-135.4
-55%
27.95
8.42
-19.53
-70%
25%
13%
16%
29.26
30.7
12.19
12.29
0.1
1%
9.38
8.12
-1.26
-13%
3%
2%
12%
48.11
51.39
17.89
19.41
1.52
8%
6.64
6.37
-0.27
-4%
6%
6%
-5%
150.39
96.42
85.2
56.36
-28.84
-34%
20.89
12.36
-8.53
-41%
20%
14%
3%
25.22
30
5.65
7.84
2.19
39%
3.41
4.08
0.67
20%
1%
1%
12%
21.57
39.4
4.67
9.32
4.65
100%
2.18
2.47
0.29
13%
1%
2%
35%
25.82
50.26
9.56
11.03
1.47
15%
4.98
4.44
-0.54
-11%
4%
3%
-29%
36.1
36.07
20.35
23.43
3.08
15%
6.27
6.74
0.47
7%
3%
5%
12%
27.94
33.35
9.03
13.56
4.53
50%
6.1
5.98
-0.12
-2%
2%
3%
-27%
22.27
22.5
1.11
5.73
4.62
416%
0.76
4.02
3.26
429%
0%
2%
18%
40.86
51.56
18.6
18.72
0.12
1%
5.55
4.52
-1.03
-19%
4%
4%
-6%
119.23
110.91
53.51
41.38
-12.13
-23%
7.77
7.15
-0.62
-8%
5%
4%
-10%
89.41
75.19
49.94
43.41
-6.53
-13%
26.39
16.43
-9.96
-38%
6%
6%
9%
76.1
87.64
28.58
28.17
-0.41
-1%
5.67
4.43
-1.24
-22%
5%
4%
10%
100.29
130.52
45.95
37.61
-8.34
-18%
4.4
2.82
-1.58
-36%
9%
7%
-15%
133.83
126.88
92.15
71.07
-21.08
-23%
12.06
7.41
-4.65
-39%
22%
20%
0%
155.28
155.28
25.17
25.17
0
0%
1.87
1.87
0
0%
1%
1%
-25%
121.09
120.78
57.36
51.4
-5.96
-10%
8.02
6.34
-1.68
-21%
6%
7%
0%
43.92
52.37
4.87
10.82
5.95
122%
1.84
3.27
1.43
78%
2%
4%
-1%
34.53
37.92
12.51
15.41
2.9
23%
7.84
8
0.16
2%
3%
3%
4%
260.05
212.26
125.39
58.28
-67.11
-54%
5.71
2.5
-3.21
-56%
12%
5%
22%
40.69
51.28
1.39
2.71
1.32
95%
0.45
0.79
0.34
76%
1%
1%
0%
74.1
74.1
20.01
20.01
0
0%
3.17
3.17
0
0%
1%
1%
-3%
107.78
80.35
67.21
47.4
-19.81
-29%
9.16
6.49
-2.67
-29%
17%
13%
16%
34.96
34.67
10.12
5.12
-5
-49%
0.74
1.3
0.56
76%
3%
1%
3%
35.05
36.31
14.03
15.75
1.72
12%
5.61
5.78
0.17
3%
4%
4%
15%
15.3
14.75
2.85
3.85
1
35%
2.28
2.76
0.48
21%
1%
1%
-5%
7.63
10.48
1.16
2.36
1.2
103%
2.45
5.67
3.22
131%
0%
1%
13%
39.65
88.66
2.48
4.34
1.86
75%
0.62
0.75
0.13
21%
1%
1%
16%
41.11
46.3
18.42
16.43
-1.99
-11%
8
6.6
-1.4
-18%
6%
5%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
91
-
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
655
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Suzlon Towers & Structures Ltd
Metal Products
Transmission towers & structurals
675.27
533.08
-142.19
656
418 -248
Asian Granito India Ltd
Glass & Cermics
Ceramic tiles
308.59
379.22
70.63
657
623
Poona Dal & Oil Inds Ltd
Food Products
Vegetable oils
359
366.06
7.06
658
-
Rana Sugars Ltd
Food Products
Sugar
673.59
673.59
0
PSL Ltd
Metal Products
Tubes & pipes
3161.78
2593.15
-568.63
659
-44
106 -563
660
-
Rasoya Proteins Ltd
Food Products
Soyabean oil cake
288.38
366.31
77.93
661
-
Nelcast Ltd
Iron & Steel
Cast iron castings
291.7
319.78
28.08
662
410 -262
Manaksia Ltd
Non-Ferrous Metals
Aluminium plates, sheets & strips
867.52
834.72
-32.8
663
199 -474
Sarda Energy & Minerals Ltd
Iron & Steel
Ferro alloys
941.69
520.57
-421.12
664
415 -259
West Coast Paper Mills Ltd
Paper & Wood Products
Paper
619.11
624.25
5.14
Maharaja Shree Umaid Mills Ltd
Clothing & Textiles
Cotton & blended yarn
302.85
322.59
19.74
Suzlon Wind Intl Ltd
Electrical Equipment
Wind turbines (Wind electricity generator)
1593.05
868.62
-724.43
Usha Martin Ltd
Metal Products
Wires & ropes of iron & steel
2127.25
1843
-284.25
Nocil Ltd
Chemical
Rubber chemicals
476.24
438.87
-37.37
Adani Wilmar Ltd
Food Products
Edible oils
5806.43
6114.98
308.55
665
-
666 667
167 -510
668
-
669
21
670
457 -223
KSL & Industries Ltd
Clothing & Textiles
Cloth (Fabrics)
841.84
1045.7
203.86
671
386 -295
Concast Bengal Inds Ltd
Iron & Steel
Castings
509.4
515.01
5.61
672
458 -224
Gujarat Narmada Valley Fertilizers Co Ltd
Chemical
Urea
2886.63
2608.34
-278.29
673
526 -157
Everest Kanto Cylinder Ltd
Metal Products
LPG cylinders & other gas containers
353.91
351.05
-2.86
Harrisons Malayalam Ltd
Rubber Products
Natural rubber
287.46
326.62
39.16
Bhawani Industries Ltd
Metal Products
Tubes & pipes
327.73
323.7
-4.03
Swastik Pipes Ltd
Metal Products
Tubes & pipes
510.83
550.46
39.63
674 675
-658
361 -324
676
-
677
394 -293
Adhunik Corporation Ltd
Iron & Steel
Semi-finished Steel
329.24
339.18
9.94
678
242 -446
JVL Agro Inds Ltd
Food Products
Vanaspati
1381.75
1233.98
-147.77
679
593
-96
Rico Auto Inds Ltd
Automobile ancillaries
Automobile ancillaries
727.1
758.89
31.79
680
60
-630
Nalwa Steel & Power Ltd
Iron & Steel
Sponge iron
635.85
364.46
-271.39
681
-
Khaitan Electricals Ltd
Electrical & Electronic Goods
Fans
285.5
356.38
70.88
682
-
Shree Bankey Behari Exports Ltd
Food Products
Wheat flour
484.73
520.86
36.13
683
463 -230
Eskay K'N'It (India) Ltd
Clothing & Textiles
Cloth (Fabrics)
718.92
816.76
97.84
684
616
Mudra Lifestyle Ltd
Clothing & Textiles
Cloth (Fabrics)
306.79
362.66
55.87
685
445 -250
MSP Steel & Power Ltd
Iron & Steel
Bars & rods
399.84
392.23
-7.61
686
374 -322
Audco India Ltd
Machinery
Valves
730.54
369.28
-361.26
687
164 -533
Timken India Ltd
Machinery
Tapered roller bearing, incl. cone
408.9
319.28
-89.62
688
470 -228
Jaybharat Textiles & Real Estate Ltd
Clothing & Textiles
Cotton yarn
487.25
537.4
50.15
689
435 -264
Bilpower Ltd
Electrical Equipment
Stampings & laminations
423.13
452.83
29.7
690
146 -554
Shiva Distilleries Ltd
Food Products
Indian made foreign liquors
388.42
335.76
-52.66
92
-78
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
-21%
67.93
70.73
19.79
21.13
1.34
7%
4.7
5.16
0.46
10%
3%
4%
23%
54.88
49.83
22.8
19.04
-3.76
-16%
10.05
6.19
-3.86
-38%
7%
5%
2%
4.87
5.14
2.02
2.34
0.32
16%
7.14
9.03
1.89
26%
1%
1%
0%
151.19
151.19
24.99
24.99
0
0%
1.96
1.96
0
0%
4%
4%
-18%
293.29
305.92
87.85
85.45
-2.4
-3%
7.03
4.36
-2.67
-38%
3%
3%
27%
14.87
17.6
5.88
7.67
1.79
30%
6.03
4.78
-1.25
-21%
2%
2%
10%
24.03
24.08
3.78
6.89
3.11
82%
1.41
2.1
0.69
49%
1%
2%
-4%
88.05
92.78
23.86
24.78
0.92
4%
3.69
3.57
-0.12
-3%
3%
3%
-45%
199.54
133.74
123.24
63.2
-60.04
-49%
13.93
6.15
-7.78
-56%
13%
12%
1%
125.87
117.02
90.54
54.7
-35.84
-40%
7.1
3.05
-4.05
-57%
15%
9%
7%
31.76
41.44
5.98
14.78
8.8
147%
3.4
3.25
-0.15
-4%
2%
5%
-45%
587.52
182.28
555.04
89.09
-465.95
-84%
88.01
5.87
-82.14
-93%
35%
10%
-13%
427.07
371.15
146.56
92.21
-54.35
-37%
6.44
3.46
-2.98
-46%
7%
5%
-8%
66.39
61.32
36.16
34.03
-2.13
-6%
12.22
8.53
-3.69
-30%
8%
8%
5%
182.98
106.54
60.66
15.71
-44.95
-74%
10.81
2.13
-8.68
-80%
1%
0%
24%
160.82
169.4
24.37
4
-20.37
-84%
1.69
0.24
-1.45
-86%
3%
0%
1%
18.34
25.29
4.49
8.29
3.8
85%
2.46
2.89
0.43
17%
1%
2%
-10%
500.35
360.23
227.51
123.84
-103.67
-46%
9.22
3.13
-6.09
-66%
8%
5%
-1%
79.45
69.99
37.25
40.49
3.24
9%
6.6
2.86
-3.74
-57%
11%
12%
14%
24.1
29.44
6.04
9.91
3.87
64%
2.78
2.72
-0.06
-2%
2%
3%
-1%
19.2
19.84
4.1
5.78
1.68
41%
3.78
5.31
1.53
40%
1%
2%
8%
22.13
22.21
4.41
5.29
0.88
20%
3.83
3.86
0.03
1%
1%
1%
3%
33.57
36.93
14.32
16.16
1.84
13%
8.52
7.35
-1.17
-14%
4%
5%
-11%
43.45
58.96
25.86
29.22
3.36
13%
10.17
6.71
-3.46
-34%
2%
2%
4%
98.36
93.6
4.75
6.07
1.32
28%
0.96
0.99
0.03
3%
1%
1%
-43%
121.66
66.28
98.99
34.63
-64.36
-65%
30.85
13.69
-17.16
-56%
16%
10%
25%
11.16
26.38
-4.78
3.59
8.37
-175%
1.91
1.42
-0.49
-26%
-2%
1%
7%
6.6
9.42
0.63
0.9
0.27
43%
0.75
0.99
0.24
32%
0%
0%
14%
120.05
109.36
17.66
9.8
-7.86
-45%
2.61
1.36
-1.25
-48%
2%
1%
18%
40.98
55.82
13.72
10.61
-3.11
-23%
2.52
2.06
-0.46
-18%
4%
3%
-2%
74.76
70.23
39.89
32.05
-7.84
-20%
9.91
5.7
-4.21
-42%
10%
8%
-49%
120.9
59.35
70.8
31.7
-39.1
-55%
24.3
9.69
-14.61
-60%
10%
9%
-22%
88.99
55.67
53
32.53
-20.47
-39%
18.64
9.75
-8.89
-48%
13%
10%
10%
72.22
77.89
26.52
19.21
-7.31
-28%
7.66
3.98
-3.68
-48%
5%
4%
7%
35.62
35.29
16.1
15.16
-0.94
-6%
7.51
5.16
-2.35
-31%
4%
3%
-14%
55.59
34.56
38.63
23.73
-14.9
-39%
28.03
14.54
-13.49
-48%
10%
7%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
93
-
New
NEt sALEs (Rs Crore)
INDUstRIAL ACtIVItY
INDUstRY sECtoR
2010 2009 CHANGE
691
ManufacTuring coMpanies
CoMPANY
oVERALL RANk
2.0 Top
2007-08
2008-09
Rs CRoRE
Super Smelters Ltd
Iron & Steel
Semi-finished Steel
676.31
689.73
13.42
1011.62
1139.6
127.98
692
478 -224
Hatsun Agro Products Ltd
Food Products
Milk
693
584 -119
Vijay Solvex Ltd
Food Products
Vanaspati
545.9
448.1
-97.8
694
-
Applicomp (India) Ltd
Electrical & Electronic Goods
Electric appliances
744.75
744.75
0
695
-
Adhunik Industries Ltd
Iron & Steel
Bars & rods
395.12
392.5
-2.62
696
-
Flexituff International Ltd
Clothing & Textiles
Other textile articles
266.03
327.44
61.41
697
-
Lloyds Metals & Energy Ltd
Iron & Steel
Sponge iron
523.36
567.79
44.43
698
555 -153
IOL Chemicals & Pharmaceuticals Ltd
Chemical
Carboxylic acids
302.71
356.85
54.14
699
364 -345
Goyal Proteins Ltd
Food Products
Edible oils
344.73
402.03
57.3
700
206 -504
Scan Steels Ltd
Iron & Steel
Stainless steel bars & rods
397.56
438.41
40.85
701
643
-68
Kamdhenu Ispat Ltd
Iron & Steel
Bars & rods
374.16
367.11
-7.05
702
7
-705
Indian Metals & Ferro Alloys Ltd
Iron & Steel
Ferro silicon
990.48
577.08
-413.4
703
506 -207
Prakash Oils Ltd
Food Products
Vegetable oils
348.92
399.21
50.29
704
102 -612
Deepak Nitrite Ltd
Chemical
Sodium nitrite
578.3
537.13
-41.17
705
416 -299
Rathi Super Steel Ltd
Iron & Steel
Stainless steel bars & rods
465.65
488.24
22.59
706
475 -241
Tulsyan N E C Ltd
Iron & Steel
Finished Steel (Non-Alloy Steel)
630.48
592.17
-38.31
TVS Interconnect Systems Ltd
Wires & Cables
Wires & cables, nec
385.49
385.49
0
Jindal Photo Ltd
Chemical
Photographic or cinematographic goods
370.7
378.83
8.13
707 708
-
New
568 -150
709
-
Win-Medicare Pvt Ltd
Pharmaceuticals
Drug formulations
319.87
355.05
35.18
710
-
Welspun Steel Ltd
Iron & Steel
Sponge iron
333.83
320.39
-13.44
711
-
Kanishk Steel Inds Ltd
Iron & Steel
Bars & rods
368.54
431.82
63.28
712
455 -267
Liberty Oil Mills Ltd
Food Products
Edible oils
2193.21
1636.99
-556.22
713
86
Hind Agro Inds Ltd
Food Products
Meat of buffaloes
632.55
685.83
53.28
714
125 -599
Hindustan Gum & Chemicals Ltd
Food Products
Guar gum
452.54
343.76
-108.78
281.4
309.6
28.2
-637
715
-
Ferro Alloys Corpn Ltd
Iron & Steel
Ferro alloys
716
-
Suguna Poultry Farm Ltd
Food Products
Poultry
3793.36
2402.51
-1390.85
717
-
MD Overseas Ltd
Gems & jewellery
Jewellery
11668.03
8671.62
-2996.41
718
574 -154
Metro Tyres Ltd
Rubber Products
Tyres & tubes
445.65
413.94
-31.71
719
610 -119
Eastern Silk Inds Ltd
Clothing & Textiles
Silk & silk textiles
518.33
554.03
35.7
720
237 -493
Rathi Steel & Power Ltd
Iron & Steel
Bars & rods
771.77
755.67
-16.1
721
427 -304
Zenith Birla (India) Ltd
Metal Products
Tubes & pipes
584.34
479.67
-104.67
722
621 -111
Ajanta Manufacturing Ltd
Electrical & Electronic Goods
Fluorescent lamps
427.56
338.43
-89.13
723
625 -108
SAL Steel Ltd
Iron & Steel
Sponge iron
384.07
301.71
-82.36
724
359 -375
Kores (India) Ltd
Diversified Manufacturing
Diversified
783.74
699.07
-84.67
725
176 -559
Emami Paper Mills Ltd
Paper & Wood Products
Paper
435.61
389.05
-46.56
Shree Parashnath Re-Rolling Mills Ltd
Iron & Steel
Misc. Manufactured Articles
365.29
331.52
-33.77
726
-
94
september 2011 | VoL. i | industry 2.0
- technoLogy management for decision-makers
www.industry20.com
PAt/NEt sALEs
CHANGE IN RoCE
RoCE (Rs Crore)
CHANGE IN PAt
PAt (Rs Crore)
PBDItA (Rs Crore)
PERCENtAGE
2007-08
2008-09
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
Rs CRoRE
PERCENtAGE
2007-08
2008-09
2%
33.26
40.77
9.45
10.55
1.1
12%
3.85
2.87
-0.98
-25%
1%
2%
13%
56.27
60.48
11.97
2.69
-9.28
-78%
4.79
0.69
-4.1
-86%
1%
0%
-18%
14.84
13.93
2.93
3.74
0.81
28%
2.21
2.91
0.7
32%
1%
1%
0%
80.95
80.95
5.25
5.25
0
0%
0.71
0.71
0
0%
1%
1%
-1%
21.35
24.4
11.27
13.53
2.26
20%
18.04
10.47
-7.57
-42%
3%
3%
23%
25.5
41.18
7.96
7.5
-0.46
-6%
3.87
2.23
-1.64
-42%
3%
2%
8%
52.68
43.19
28.44
17.87
-10.57
-37%
20.84
6.1
-14.74
-71%
5%
3%
18%
34.39
37.53
12.69
10.02
-2.67
-21%
4.44
2.61
-1.83
-41%
4%
3%
17%
14.08
7.95
9.1
4.16
-4.94
-54%
26.32
10.61
-15.71
-60%
3%
1%
10%
45.04
45.52
17.16
13.13
-4.03
-23%
6.47
3.94
-2.53
-39%
4%
3%
-2%
9.46
10.58
1.21
1.94
0.73
60%
1.12
1.58
0.46
41%
0%
1%
-42%
430.73
134.97
260.64
41.01
-219.63
-84%
39.1
4.77
-34.33
-88%
26%
7%
14%
4.27
5.48
0.84
0.79
-0.05
-6%
2.26
1.85
-0.41
-18%
0%
0%
-7%
74.37
52.79
28.28
20.01
-8.27
-29%
11.11
6.06
-5.05
-45%
5%
4%
5%
40.88
43.22
17.09
9.31
-7.78
-46%
8.79
4.92
-3.87
-44%
4%
2%
-6%
46.58
43.1
9.51
8.49
-1.02
-11%
4.32
3.29
-1.03
-24%
2%
1%
0%
26.08
26.08
1.63
1.63
0
0%
0.8
0.8
0
0%
0%
0%
2%
41.81
23.31
29.4
14.51
-14.89
-51%
14.06
6.19
-7.87
-56%
8%
4%
11%
35.79
15.33
20.16
8.35
-11.81
-59%
21.11
7.35
-13.76
-65%
6%
2%
-4%
108.08
54.95
82.29
23.12
-59.17
-72%
9
3.91
-5.09
-57%
25%
7%
17%
19.45
9.63
5.34
2
-3.34
-63%
5.53
1.72
-3.81
-69%
1%
0%
-25%
18.41
15.46
3.04
2.32
-0.72
-24%
1.91
1.28
-0.63
-33%
0%
0%
8%
31.51
31.12
15.17
5.2
-9.97
-66%
5.17
0.36
-4.81
-93%
2%
1%
-24%
48.56
28.86
32.42
16.91
-15.51
-48%
21.18
8.81
-12.37
-58%
7%
5%
10%
59.09
36.92
28.6
14.02
-14.58
-51%
17.7
3.71
-13.99
-79%
10%
5%
-37%
224.28
121.77
59.32
21.6
-37.72
-64%
5.31
1.94
-3.37
-63%
2%
1%
-26%
66.49
25.75
16.69
5.6
-11.09
-66%
1.84
0.51
-1.33
-72%
0%
0%
-7%
26.88
21.26
1.7
1.38
-0.32
-19%
1.02
0.88
-0.14
-14%
0%
0%
7%
59.75
47.51
16.21
2.77
-13.44
-83%
3.19
0.48
-2.71
-85%
3%
0%
-2%
51.02
52.65
11.13
4.38
-6.75
-61%
2.5
0.82
-1.68
-67%
1%
1%
-18%
47.5
44.43
15.38
11.96
-3.42
-22%
4.79
2.06
-2.73
-57%
3%
2%
-21%
48.34
30.64
16.01
15.05
-0.96
-6%
3.99
1.14
-2.85
-71%
4%
4%
-21%
54.16
49.2
1.96
0.82
-1.14
-58%
0.28
0.19
-0.09
-32%
1%
0%
-11%
51.07
36.88
14.32
2.38
-11.94
-83%
4.78
0.73
-4.05
-85%
2%
0%
-11%
93.32
77.48
22.08
6.99
-15.09
-68%
3.8
1
-2.8
-74%
5%
2%
-9%
17.56
14.18
4.41
1.99
-2.42
-55%
4.19
1.76
-2.43
-58%
1%
1%
www.industry20.com
industry 2.0
- technoLogy management for decision-makers | september 2011 | VoL. i
1) Net Sales = (Industrial Sales + Non Financial Services Income - Excise Duty - Sales Tax - VAT - Rates and Taxes - Turnover Tax - Contribution to Oil Pool Account - Contribution to Joint Plan Committee - Service tax - Mining Cess - Misc Indirect Taxes) 2) PAT = PBIT – Taxes 3) PAT Net of P&E = (PAT - Prior Period Extra Ordinary Income + Prior Period Extra Ordinary Expenses) 4) ROCE = PAT Net of P&E/Average Capital Employed 5) Capital Employed = (Paid-up Equity Capital + Paid-up Forfeited Equity Capital + Capital Contribution, Suspense & Application Money + Reserves and Funds + Paid-up Preference Capital - Revaluation of Reserves - Miscellaneous Expenses Not Written Off + Borrowings + Convertible Warrants) 6) Average Capital Employed = ((Capital Employed + Previous Year Annual Capital Employed (Capital Employed))/2) 7) PBDITA = (PAT + Provision for Direct Tax + Amortisation + Depreciation + Interest Expenses + Financial Charges for Instruments + Expenses Incurred on Raising Deposit and Debts + Bill Discounting Charges) [Source of Data: CMIE Prowess]
CHANGE IN NEt sALEs
legend
95
2.0 Top
ManufacTuring coMpanies
Auto Sectoral rank 1
overall rank
company
2011 2010 change 1
Bajaj Auto Ltd
-
2
2
507
3
3
-
4
4
225
5
5
272
505
pat/ net SaleS
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
11,772.99
2,546.36
1,700.11
43.38
14%
Average Net Sales (Rs cr)
4,138
5,465
32.1%
Total PBDITA (Rs cr)
16,524
29,437
78.1%
roce
JCB India Ltd
3,116.99
624.65
413.05
44.65
13%
Hero Motocorp Ltd
16,355.59
3,025.3
2,231.83
60.4
14%
221
Mahindra & Mahindra Ltd
18,572.29
3,374.38
2,087.75
21.1
11%
267
Maruti Suzuki India Ltd
29,331.2
4,451
2,497.6
21.51
9%
2008-09
2009-10
Total no of companies
parameter
34
34
change 0.0%
Total Net Sales (Rs cr)
140,708
185,826
32.1%
Average PBDITA (Rs cr)
486
866
78.1%
Total PAT (Rs cr)
7,716
16,436
113.0%
Average PAT (Rs cr)
227
483
113.0%
ROCE (Median)
12
13
1.3%
change
Automobile ancillaries Sectoral rank 1
overall rank
company
2011 2010 change 25
494
469
Motherson Sumi Systems Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
178.47
16.52
10%
Average Net Sales (Rs Cr)
797
842
5.6%
Total PBDITA (Rs Cr)
4,775
6,365
33.3%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
1,746.35
366.24
2
54
-
Brakes India Ltd
1,897.74
223.88
104.02
11.93
5%
3
55
603
545
Wabco-TVS (India) Ltd
606.71
135.33
78.19
29.49
13%
4
90
257
163
Automotive Axles Ltd
669.61
90.43
44.07
17.37
7%
5
97
-
Banco Products (India) Ltd
412.68
109.1
78.41
30.96
19%
roce
pat/ net SaleS
2008-09
2009-10
Total no of companies
parameter
38
46
21.1%
Total Net Sales (Rs Cr)
30,302
38,750
27.9%
Average PBDITA (Rs Cr)
126
138
10.1%
Total PAT (Rs Cr)
1,862
2,378
27.7%
Average PAT (Rs Cr)
49
52
5.5%
ROCE (Median)
6
9
49.3%
parameter
change
Cement Sectoral rank 1
96
overall rank
company
2011 2010 change 14
214
200
Binani Cement Ltd
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
1,849.47
579
281.92
20.42
15%
Average Net Sales (Rs Cr)
2,054
2,204
7.3%
Total PBDITA (Rs Cr)
13,677
16,770
22.6%
2
27
384
357
Birla Corporation Ltd
2,136.1
842.49
557.18
27.59
26%
3
28
255
227
ACC Ltd
7,921.43
2,742.38
1,606.73
25.74
20%
4
40
575
535
Prism Cement Ltd
2,810.7
499.53
252.9
19.69
9%
5
56
5
-54
Shree Cement Ltd
3,621.25
1,574.99
676.1
21.09
19%
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
2008-09
2009-10
Total no of companies
24
26
8.3%
Total Net Sales (Rs Cr)
49,294
57,312
16.3%
Average PBDITA (Rs Cr)
570
645
13.2%
Total PAT (Rs Cr)
7,061
8,686
23.0%
Average PAT (Rs Cr)
294
334
13.6%
ROCE (Median)
12
17
35.8%
www.industry20.com
secToral rankings
Chemicals Sectoral rank
overall rank
company
2011 2010 change
pat/ net SaleS
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
roce
1
39
371
332
Pidilite Industries Ltd
1,930.78
408.23
293.49
21.82
15%
2
125
38
-92
Bayer Cropscience Ltd
1,717.27
233.82
127.25
20.36
7%
3
126 131
4
129
5
132 186
0
49
Syngenta India Ltd
1,757.95
277.42
178.53
24.19
10%
Indofil Industries Ltd
714.98
135.29
68.69
20.11
10%
Sudarshan Chemical Inds Ltd
567.22
88.15
45.91
20.83
8%
2008-09
2009-10
change
Total no of companies
parameter
66
58
-12.1%
Total Net Sales (Rs Cr)
140,595
98,319
-30.1%
Average Net Sales (Rs Cr)
2,130
1,695
-20.4%
Total PBDITA (Rs Cr)
15,348
14,813
-3.5%
Average PBDITA (Rs Cr)
233
255
9.8%
Total PAT (Rs Cr)
6,481
6,611
2.0%
Average PAT (Rs Cr)
98
114
16.1%
ROCE (Median)
13
10
-23.0%
parameter
Clothing & textiles Sectoral rank
overall rank
company
2011 2010 change
roce
pat/ net SaleS
2009-10
2009-10
2009-10
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2008-09
2009-10
change
Total no of companies
42
49
16.7%
Total Net Sales (Rs Cr)
45,634
48,967
7.3% -8.0%
1
24
234
210
SRF Ltd
1,924.34
633.39
309.42
15.35
16%
Average Net Sales (Rs Cr)
1,087
999
2
81
244
159
Welspun India Ltd
1,926.56
440.5
115.01
5.21
6%
Total PBDITA (Rs Cr)
8,368
10,818
29.3%
Average PBDITA (Rs Cr)
199
221
10.8%
Total PAT (Rs Cr)
3
109 377
263
Century Enka Ltd
1,231.34
230.04
100.16
12.92
8%
4
119 286
162
Alok Industries Ltd
4,440.84
1,424.81
247.34
3.32
6%
5
138
Tara Health Foods Ltd
340.61
69.93
44.02
21
13%
-
3,116
4,539
45.7%
Average PAT (Rs Cr)
74
93
24.9%
ROCE (Median)
5
5
1.6%
parameter
change
Cosmetics & soaps Sectoral rank 1
overall rank
company
2011 2010 change 32
20
-12
Colgate-Palmolive (India) Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
423.26
149.29
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2,004.82
523.87
2008-09
2009-10
Total no of companies
13
14
7.7%
Total Net Sales (Rs Cr)
35,003
37,613
7.5%
21%
Average Net Sales (Rs Cr)
2,693
2,687
-0.2%
Total PBDITA (Rs Cr)
5,744
6,609
15.1% 6.8%
2
72
534
458
Jyothy Laboratories Ltd
570.26
112.18
80.05
19.7
14%
3
73
112
35
Dabur India Ltd
2,863.4
569.03
433.14
49.99
15%
4
107 191
79
Godrej Consumer Products Ltd
1,272.29
316.56
248.12
34.52
20%
5
117
Surya Vinayak Inds Ltd
4,284.92
242.6
119.81
14.33
3%
-
www.industry20.com
industry 2.0
Average PBDITA (Rs Cr)
442
472
Total PAT (Rs Cr)
4,024
4,415
9.7%
Average PAT (Rs Cr)
310
315
1.9%
ROCE (Median)
31
17
-44.5%
- technoLogy management for decision-makers | september 2011 VoL. i
97
2.0 Top
ManufacTuring coMpanies
Diversified manufacturing Sectoral rank 1
overall rank
company
2011 2010 change 65
34
-35
Godrej & Boyce Mfg Co Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
336.25
20.86
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
4,397.7
573.12
2008-09
2009-10
Total no of companies
15
16
6.7%
Total Net Sales (Rs Cr)
30,357
33,367
9.9%
8%
Average Net Sales (Rs Cr)
2,024
2,085
3.0%
Total PBDITA (Rs Cr)
3,538
4,396
24.2%
2
70
-
3M India Ltd
1,091.28
158.38
92.84
21.17
9%
3
76
40
-40
Voltas Ltd
4,493.82
525.39
344.22
30.8
8%
4
199 340
135
Aditya Birla Nuvo Ltd
4,823.63
834
283.4
3.28
6%
5
214 527
307
Saraswati Industrial Syndicate Ltd
1,744.83
159.84
82.03
13.86
5%
parameter
change
Average PBDITA (Rs Cr)
236
275
16.5%
Total PAT (Rs Cr)
1,514
1,858
22.7%
Average PAT (Rs Cr)
101
116
15.1%
9
8
-11.7%
change
ROCE (Median)
Electrical & electronic goods Sectoral rank 1
overall rank 2011 2010 change 30
2
company
43
S Mobility Ltd
58
15
Whirlpool Of India Ltd
pat/ net SaleS
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
1,034.87
108.99
70.51
65.36
2,242.47
247.86
145.02
roce
37.68
2008-09
2009-10
Total no of companies
33
31
-6.1%
Total Net Sales (Rs Cr)
43,716
49,423
13.1%
7%
Average Net Sales (Rs Cr)
1,325
3,155
138.2%
6%
Total PBDITA (Rs Cr)
6,680
6,992
4.7%
Average PBDITA (Rs Cr)
202
448
121.1%
Total PAT (Rs Cr)
3,351
3,132
-6.5%
Average PAT (Rs Cr)
102
200
96.8%
ROCE (Median)
13
15
14.8%
parameter
change
3
62
137 71
Honeywell Automation India Ltd
1,172.05
190.4
132.79
35.62
11%
4
78
54
Videocon Industries Ltd
13,682.06
2,650.78
738.91
3.94
5%
5
93
173 75
507.11
80.13
52.44
42.38
10%
-28
TTK Prestige Ltd
parameter
Electrical equipment Sectoral rank 1
98
overall rank
company
2011 2010 change 20
70
50
Exide Industries Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
537.09
28.03
14%
Average Net Sales (Rs Cr)
1,748
2,539
45.2%
Total PBDITA (Rs Cr)
4,124
14,539
252.6%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
3,799.72
903.94
2
35
26
-9
Crompton Greaves Ltd
5,372.48
982.54
617.34
38.87
11%
3
49
330
279
Amara Raja Batteries Ltd
1,470.18
304.14
167.03
25.03
11%
4
94
84
-15
Bharat Heavy Electricals Ltd
33,170.74
7,121.36
4310.64
11.62
13%
5
123
-
970.27
224.39
142.21
5.07
15%
Eveready Industries (India) Ltd
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
2008-09
2009-10
Total no of companies
18
32
77.8%
Total Net Sales (Rs Cr)
31,473
81,242
158.1%
Average PBDITA (Rs Cr)
229
454
98.3%
Total PAT (Rs Cr)
2,389
8,501
255.9%
Average PAT (Rs Cr)
133
266
100.2%
ROCE (Median)
21
15
-28.4%
www.industry20.com
secToral rankings
Food products Sectoral rank 1
overall rank
company
2011 2010 change 10
69
59
ITC Ltd
pat/ net SaleS
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
18,324.37
6,708.74
4061.6
28.91
22%
Average Net Sales (Rs Cr)
1,484
1,596
7.5%
Total PBDITA (Rs Cr)
13,928
21,293
52.9% 21.0%
roce
2
12
52
40
Mcleod Russel India Ltd
1,087.14
383.22
240.33
22.81
22%
3
16
124
108
Tata Global Beverages Ltd
1,698
566.84
392.56
15.16
23%
4
17
109
92
Shree Renuka Sugars Ltd
5,511.19
719.03
410.05
13.58
7%
5
23
6
-17
Nestle India Ltd
5,094.01
1,029.65
655
125.26
13%
roce
pat/ net SaleS
2008-09
2009-10
Total no of companies
parameter
72
91
change 26.4%
Total Net Sales (Rs Cr)
106,881
145,238
35.9%
Average PBDITA (Rs Cr)
193
234
Total PAT (Rs Cr)
6,929
10,732
54.9%
Average PAT (Rs Cr)
96
118
22.6%
ROCE (Median)
10
9
-10.7%
parameter
change
Gems & jewellery Sectoral rank 1
overall rank
company
2011 2010 change 41
10
2
88
318
3
148
-
4
185 434
5
233 392
-31 226
Titan Industries Ltd
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
4,726.67
403.9
250.32
33.04
5%
Average Net Sales (Rs Cr)
2,137
2,702
26.4%
Total PBDITA (Rs Cr)
1,529
2,031
32.8%
Rajesh Exports Ltd
17,895.11
301.01
193.4
6.31
1%
Shree Ganesh Jewellery House Ltd
2,952.77
239.58
165.88
20.12
6%
243
Suraj Diamonds & Jewellery Ltd
3,101.78
124.07
65.19
4.14
2%
153
Gitanjali Gems Ltd
3,354.92
263.71
142.09
4.16
4%
roce
pat/ net SaleS
2008-09
2009-10
Total no of companies
15
19
26.7%
Total Net Sales (Rs Cr)
32,056
51,338
60.1%
Average PBDITA (Rs Cr)
102
107
4.9%
Total PAT (Rs Cr)
613
1,078
75.8%
Average PAT (Rs Cr)
41
57
38.8%
ROCE (Median)
6
4
-28.6%
parameter
change
Glass & ceramics Sectoral rank 1 2
overall rank
company
2011 2010 change 113 383 191 381
265 184
HEG Ltd Hindusthan National Glass & Inds Ltd
2009-10
16
13
-18.8%
Total Net Sales (Rs Cr)
11,155
8,833
-20.8%
697
679
-2.5%
1,971
1,921
-2.5%
123
148
19.9%
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
1,132.24
350.18
171.07
11.98
15%
Average Net Sales (Rs Cr)
11%
Total PBDITA (Rs Cr) Average PBDITA (Rs Cr)
1,358.8
303.63
155.2
10.23
3
211 174
-43
Graphite India Ltd
1,131.41
409.19
232.16
16.35
21%
4
265 447
176
Kajaria Ceramics Ltd
730.92
115.44
35.85
8.03
5%
5
272 222
-56
Ace Calderys Ltd
426.82
84.79
42.58
17.62
10%
www.industry20.com
2008-09
Total no of companies
net SaleS
industry 2.0
Total PAT (Rs Cr)
771
897
16.4%
Average PAT (Rs Cr)
48
69
43.2%
ROCE (Median)
8
10
18.6%
- technoLogy management for decision-makers | september 2011 VoL. i
99
2.0 Top
ManufacTuring coMpanies
Iron & steel Sectoral rank
overall rank
company
2011 2010 change
roce
pat/ net SaleS
2009-10
2009-10
2009-10
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
1
8
402
394
JSW Steel Ltd
18,093.03
4,785.88
2,022.74
9.51
11%
2
60
158
94
Bhushan Steel Ltd
5,616.53
1,507.92
845.8
6.49
15%
3
80
339
255
Sunflag Iron & Steel Co Ltd
1,287
196.02
94.91
13.73
7%
4
130 626
491
Kirloskar Ferrous Inds Ltd
804.96
102.91
49.62
14.51
6%
5
151 213
57
Prakash Industries Ltd
1,565.31
397.96
266.16
17.58
17%
roce
pat/ net SaleS
2008-09
2009-10
change
Total no of companies
parameter
63
78
23.8%
Total Net Sales (Rs Cr)
163,559
161,172
-1.5%
Average Net Sales (Rs Cr)
2,596
2,066
-20.4%
Total PBDITA (Rs Cr)
36,954
39,761
7.6%
587
510
-13.1%
16,947
19,533
15.3%
269
250
-6.9%
ROCE (Median)
5
6
14.5%
parameter
change
Average PBDITA (Rs Cr) Total PAT (Rs Cr) Average PAT (Rs Cr)
Machinery Sectoral rank 1
overall rank
company
2011 2010 change 21
Tata Cummins Ltd
-
2008-09
2009-10
Total no of companies
29
31
6.9%
Total Net Sales (Rs Cr)
52,861
24,527
-53.6%
6%
Average Net Sales (Rs Cr)
1,823
791
-56.6%
Total PBDITA (Rs Cr)
8,302
3,943
-52.5%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
1,786.5
205.69
104.88
24.75
2
29
487
458
Greaves Cotton Ltd
1,350.56
213.34
117.97
26.29
9%
3
92
350
253
Alfa Laval (India) Ltd
890.34
200.26
123.34
34.88
14%
4
128 468
335
Simpson & Co Ltd
687.16
147.45
96.01
15.39
14%
5
137 378
236
Kirloskar Brothers Ltd
2,015.54
235.34
117.52
10.44
6%
roce
pat/ net SaleS
Average PBDITA (Rs Cr)
286
127
-55.6%
Total PAT (Rs Cr)
4,477
2,261
-49.5%
Average PAT (Rs Cr)
154
73
-52.8%
ROCE (Median)
19
16
-13.5%
parameter
change
Metal products Sectoral rank 1
overall rank
company
2011 2010 change 9
514
505
Jindal Saw Ltd
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
6,765.53
1,181.51
730.35
17.14
2008-09
2009-10
Total no of companies
31
35
12.9%
Total Net Sales (Rs Cr)
42,267
46,864
10.9%
11%
Average Net Sales (Rs Cr)
1,363
1,339
-1.8%
Total PBDITA (Rs Cr)
5,282
7,171
35.8%
2
36
259
223
Welspun Corp Ltd
6,609.67
1,169.11
540.2
12.85
8%
3
58
422
361
Kalpataru Power Transmission Ltd
2,563.01
356.25
171.26
10.63
7%
4
96
289
188
Gillette India Ltd
843.61
225.29
137.09
25.83
16%
5
163 281
112
KEC International Ltd
3,821.48
395.02
170.99
11.12
4%
100
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
Average PBDITA (Rs Cr)
170
205
20.2%
Total PAT (Rs Cr)
2,236
3,372
50.8%
Average PAT (Rs Cr)
72
96
33.6%
ROCE (Median)
11
8
-26.3%
www.industry20.com
TPM-Trak速
2.0 Top
ManufacTuring coMpanies
Non-ferrous metals Sectoral rank 1
overall rank
company
2011 2010 change 7
464
457
Hindustan Zinc Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
4,041.41
24.79
50%
Average Net Sales (Rs Cr)
4,580
4,465
-2.5%
Total PBDITA (Rs Cr)
11,678
13,346
14.3%
Average PBDITA (Rs Cr)
1,168
1,112
-4.8%
Total PAT (Rs Cr)
7,121
8,553
20.1%
Average PAT (Rs Cr)
712
713
0.1%
ROCE (Median)
13
9
-30.5%
Change
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
8,020.15
5,378.19
2
33
265
232
Ess Dee Aluminium Ltd
535.41
149.51
181.93
31.91
34%
3
124 450
321
Leadage Alloys India Ltd
544.65
58.57
35.22
47.15
6%
4
165
71
-100
Tinplate Co Of India Ltd
787.88
155.98
67.15
12.49
9%
5
304 420
109
Hindalco Industries Ltd
19,506.05
3,307.34
1,915.63
5.27
10%
2008-09
2009-10
Total no of companies
parameter
10
12
change 20.0%
Total Net Sales (Rs Cr)
45,803
53,582
17.0%
Non-metallic mineral products Sectoral rank 1
overall rank
company
2011 2010 change 75
414
335
Grindwell Norton Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
87.51
24.27
12%
Average Net Sales (Rs Cr)
514
572
11.2%
Total PBDITA (Rs Cr)
707
971
37.3%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
707.55
148.06
2
95
49
-51
Hyderabad Industries Ltd
696.84
156.97
89.72
30.82
13%
3
219 163
-62
Orient Abrasives Ltd
326.07
82.9
51.17
27.16
16%
4
251
82
-175
Visaka Industries Ltd
598.11
115.69
57.21
15.38
10%
5
258 122
-142
Everest Industries Ltd
651.6
70.03
30.01
9.37
5%
2008-09
2009-10
Total no of companies
PARAMETER
9
9
0.0%
Total Net Sales (Rs Cr)
4,626
5,144
11.2%
Average PBDITA (Rs Cr)
79
108
37.3%
Total PAT (Rs Cr)
287
494
72.4%
Average PAT (Rs Cr)
32
55
72.4%
ROCE (Median)
13
15
19.6%
change
Paper & wood products Sectoral rank 1
overall rank
company
2011 2010 change 140 274
129
Century Plyboards (India) Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
80.95
20.57
12%
Average Net Sales (Rs Cr)
764
835
9.3%
Total PBDITA (Rs Cr)
2,440
1,992
-18.4%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
701.96
125.97
2
180 150
-36
JK Paper Ltd
1,204.87
250.8
91.03
8.49
8%
3
291 324
26
Andhra Pradesh Paper Mills Ltd
648.67
145.41
54.19
4.99
8%
4
359 618
250
Seshasayee Paper & Boards Ltd
508.05
121.71
39.93
7.18
8%
5
378 268
-119
Greenply Industries Ltd
843.22
103.96
49.57
8.45
6%
102
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
2008-09
2009-10
Total no of companies
parameter
16
12
-25.0%
Total Net Sales (Rs Cr)
12,220
10,020
-18.0%
Average PBDITA (Rs Cr)
152
166
8.8%
Total PAT (Rs Cr)
962
660
-31.4%
Average PAT (Rs Cr)
60
55
-8.5%
ROCE (Median)
6
7
10.0%
www.industry20.com
2.0 Top
ManufacTuring coMpanies
Petroleum products Sectoral rank
overall rank
company
2011 2010 change
roce
pat/ net SaleS
2009-10
2009-10
2009-10
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
1
6
170
164
Asian Paints Ltd
5,345.59
1,185.46
774.5
54.62
14%
2
37
30
-7
Castrol India Ltd
2,397.36
610.37
381.06
81.03
16%
3
50
401
349
Kansai Nerolac Paints Ltd
4
82
323
237
Reliance Industries Ltd
5
89
235
142
Tide Water Oil Co (India) Ltd
1,812.54
284.12
165.5
19.78
9%
191,486.71
33,032.85
16235.67
8.56
8%
649.95
102.09
57.79
31.31
9%
roce
pat/ net SaleS
2008-09
2009-10
change
Total no of companies
parameter
14
18
28.6%
Total Net Sales (Rs Cr)
769,019
745,869
-3.0%
Average Net Sales (Rs Cr)
54,930
41,437
-24.6% 38.7%
Total PBDITA (Rs Cr)
47,972
66,554
Average PBDITA (Rs Cr)
3,427
3,697
7.9%
Total PAT (Rs Cr)
21,050
32,658
55.1%
Average PAT (Rs Cr)
1,504
1,814
20.7%
ROCE (Median)
8
18
115.7%
parameter
change
Pharmaceuticals Sectoral rank 1
overall rank
company
2011 2010 change 15
376
361
Aurobindo Pharma Ltd
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
3,249.11
854.7
525.76
13.96
16%
Average Net Sales (Rs Cr)
1,138
1,128
-0.9%
Total PBDITA (Rs Cr)
12,363
16,114
30.3% 14.1%
2
18
50
32
Lupin Ltd
3,687.77
805.41
648.93
22.77
18%
3
22
116
94
Cadila Healthcare Ltd
1,941.8
646.8
503.3
23.65
26%
4
26
510
484
Biocon Ltd
1,161.33
355.54
248.36
15.21
21%
5
31
423
392
Ipca Laboratories Ltd
1,571.74
337.76
209.19
17.43
13%
2008-09
2009-10
Total no of companies
49
56
14.3%
Total Net Sales (Rs Cr)
55,763
63,172
13.3%
Average PBDITA (Rs Cr)
252
288
Total PAT (Rs Cr)
8,013
10,391
29.7%
Average PAT (Rs Cr)
164
186
13.5%
ROCE (Median)
15
14
-8.9%
parameter
change
Plastics & polymers Sectoral rank 1
overall rank 2011 2010 change 47
273
2
63
207
3
71
-
4
111 515
5
135 518
104
company
225 140
Jain Irrigation Systems Ltd
pat/ net SaleS
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
2,718.08
638.47
271.24
10.01
10%
Average Net Sales (Rs Cr)
889
1,046
17.6%
Total PBDITA (Rs Cr)
2,783
4,430
59.2%
roce
Supreme Industries Ltd
2,007.41
309.31
144.83
20.54
7%
Dhunseri Petrochem & Tea Ltd
1,157.82
169.29
89.05
14.85
8%
399
Supreme Petrochem Ltd
1,610.58
128.66
60.48
16.73
4%
378
DCW Ltd
1,021.08
178.06
67.63
9.32
7%
september 2011 VoL. i | industry 2.0
- technoLogy management for decision-makers
2008-09
2009-10
Total no of companies
22
24
9.1%
Total Net Sales (Rs Cr)
19,561
25,092
28.3%
Average PBDITA (Rs Cr)
126
185
45.9%
Total PAT (Rs Cr)
960
1,998
108.0%
Average PAT (Rs Cr)
44
83
90.7%
ROCE (Median)
6
10
64.5%
www.industry20.com
secToral rankings
Rubber products Sectoral rank 1
overall rank
company
2011 2010 change 13
430
417
Apollo Tyres Ltd
roce
pat/ net SaleS
2009-10
2009-10
2009-10
414.99
16.51
8%
Average Net Sales (Rs Cr)
2,225
1,721
-22.7%
Total PBDITA (Rs Cr)
1,473
3,012
104.6%
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
5,038.28
799.62
2
42
344
302
Balkrishna Industries Ltd
1,390.4
396.73
208.73
19.98
15%
3
57
309
249
MRF Ltd
7,442.82
857.68
353.98
16.34
5%
4
85
500
411
Goodyear India Ltd
1,016.37
127.44
73.09
39.13
7%
5
190 390
194
JK Tyre & Inds Ltd
3,696.41
423.9
163.18
10.94
4%
roce
pat/ net SaleS
2008-09
2009-10
Total no of companies
parameter
8
13
change 62.5%
Total Net Sales (Rs Cr)
17,802
22,372
25.7%
Average PBDITA (Rs Cr)
184
232
25.9%
Total PAT (Rs Cr)
361
1,391
285.4%
Average PAT (Rs Cr)
45
107
137.2%
ROCE (Median)
9
12
36.7%
parameter
Wires & cables Sectoral rank 1 2
overall rank
company
2011 2010 change 45 66
107 308
62 238
Sterlite Technologies Ltd Havells India Ltd
net SaleS
pBDIta
pat
(Rs Crore)
(Rs Crore)
(Rs Crore)
2009-10
2009-10
2009-10
2009-10
2009-10
2,429.46
383.87
246.07
20.58
2,465.74
319.54
228.16
20.8
2008-09
2009-10
change
total no of companies
10
9
-10.0%
Total Net Sales (Rs Cr)
10,321
8,324
-19.4%
10%
Average Net Sales (Rs Cr)
1,032
925
-10.4%
9%
Total PBDITA (Rs Cr)
878
1,084
23.5%
Average PBDITA (Rs Cr)
88
120
37.2%
3
248 640
386
Precision Wires India Ltd
630.18
48.79
22.62
9.7
4%
4
281 635
348
Ram Ratna Wires Ltd
405.33
27
11.71
13.1
3%
5
283
Hindusthan Vidyut Products Ltd
500.12
63.13
25.18
7.7
5%
-
www.industry20.com
industry 2.0
Total PAT (Rs Cr)
414
638
54.2%
Average PAT (Rs Cr)
41
71
71.4%
ROCE (Median)
9
10
4.0%
- technoLogy management for decision-makers | september 2011 VoL. i
105
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JURY Mr. Debabrata Gupta COO USV Limited
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Mr. Rakesh Makhija President, Asia SKF Group
Mr. P J Swamy Managing Director Varroc Elastomers Pvt Ltd
Mr. Kumar Kandaswami Senior Director Deloitte Touche Tohmatsu India Pvt Ltd
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Mr. Jayaram Sridharan President, World Class Manufacturing Aditya Birla Management Corporation
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94
MANUFACTURING LEADERSHIP
AWARDS & CONCLAVE 2011 Honouring the Top 100 Manufacturing Professionals in India Manufacturing Leaders are truly the master of all trades, dealing with multiple, complex, interlinked issues through the daily course of their jobs. However, there are hardly any platforms that publically recognize and honour these inspiring individuals. Manufacturing Leadership Awards 2011 is a cross-sector platform to recognize these Leaders of today and tomorrow, and to share their stories with the broader manufacturing community
HIGHLIGHTS 100 awardees 10 award categories Eminent jury panel Open nomination process (including self nomination) Day-long, exclusive conference for winners to enable knowledge sharing Sharing of awardee stories via a special publication, distributed to top 1,000 manufacturing companies
WHY PARTICIPATE Get recognized as a star, by Leaders of the industry Join an exclusive club of achievers Learn from successful peers in an exclusive knowledge forum Share your company's success story
a rath a M rand 4, 2011 G C T I ber 1 i m e ba Dec Mum
WHO CAN APPLY Senior-level manufacturing executives (with 10+ years of experience in leading teams) Leaders of projects implemented at a manufacturing facility in India Leaders of achievements accomplished on or after April 1, 2010; and currently operational
AWARD CATEGORIES Manufacturing Strategy and Management Manufacturing Innovation and Design World-Class Manufacturing and Operational Excellence Manufacturing Collaboration and Partnership Manufacturing IT and Automation
Manufacturing Safety and Risk Management Green and Sustainable Manufacturing Energy Efficiency in Manufacturing Manufacturing Supply Chain Management People & Skill Management in Manufacturing
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product update Signal Processor
Ultrasonic Atomisers
S
T
ignal Wizard 3.0 is an audio signal processor that features multi-channel synchronous processing. The unit can mix, amplify, filter, delay and adjust the phase of individual input signals selected though the included intuitive PC software. The device features a 24-bit, 96 kHz codec with six analog input and eight analogue output channels. It also has two digital audio (S/PDIF) inputs and outputs. The system has mixer units at the input and output signal stages, enabling the blending of any channel with one or all other channels in any proportion. The Signal Wizard’s filter design engine not only enables standard filter types to be created using the easy-to-use graphical software, but it also allows for completely arbitrary frequency responses, both in amplitude and phase, to be realised via a simple text file import. Sample rates are selectable from 96 kHz down to 3 kHz. Also included are USB, parallel and JTAG interfaces, enabling Signal Wizard 3.0 to be programmed in native DSP assembly code or high-level languages such as C++ using third party compilers. Saelig Co., Inc. Tel: +1-585-3851750 Website: www.saelig.com
Capacitive Sensor
B
aume’s CFDK 25 capacitive sensor enables detection of liquid levels in confined spaces. The unit detects liquids through container materials. The flat housing design with a height of only 6 mm allows easy installation between a container and the wall. For liquid level measurements in mobile repositories like waste containers in lab automation, the same sensor can be used for several containers with attached frames. The sensor can be removed and re-installed into another frame without tools (snap in place). Four fixed sensing distances from 2 to 15 mm eliminate the need for a potentiometer, and turn the CFDK 25 into a plug-and-play solution. In order to guarantee chemical resistance and thus a long product life under demanding conditions, the housing of the capacitive sensor is made of the plastic Polyamid 12. The sensor is suitable for applications in printing and packaging machines, or in assembly and handling systems where space is at a premium. It can be countersunk flush beneath a conveyor belt in order to detect objects on the belt, apart from the use in lab automation. Baumer Ltd. Tel: +1-800-9379336 Website: www.baumerelectric.com
108
september 2011 VoL. i | industry 2.0
he ultrasonic atomisers feature a flow-through design that introduces liquids from the rear of the probe. Without the use of air pressure, liquids are pumped through the centre of the probe, where it is atomised into fine particles. The particles can be used in processes for coating, burning, moisturising or other applications. The atomisers are available in frequencies starting from 20 kHz up to 130 kHz, and are easy to clean and maintain. The wetted parts are made from titanium, stainless steel and Teflon to handle different types of solutions. In the centre of the probe are piezoceramics that convert the electrical signal to mechanical vibration. The probe design ensures that the liquid will spray continuously and will not flow back into the probe. New Era Pump Systems Tel: +1-631-2491392 Website: www.syringepump.com
Mechanical Separator
T
he LA low profile separator employs a single large vertically mounted motor to induce a sifting motion across the screen plane. The frames of the separator are mounted on ‘rubber isolators’, compared to ‘springs’ in conventional low profile and other standard separators. Additionally, the LA separator runs at higher G loadings and speeds than traditional low profile separators. The product is suitable for sifting flours and starches. Sweco Tel: +1-859-3714360 Website: www.sweco.com
Linear Actuator
H
aydon Kerk has developed a new version of its 36mm G4 linear actuator that includes a special adapter plate to allow a 36 mm OD unit to replace 42 mm and 46 mm units in existing applications. The 36mm unit with the integrated adapter plate enables users to replace existing units by using the same bolt pattern and pilot surface. The performance of the 36mm G4 linear actuator not only exceeds the performance of comparable size actuators, but also approaches the performance of larger 42 mm and 46 mm linear actuators from various manufacturers. The product is suitable for a wide range of applications, including medical equipment, bar code scanning devices, printing equipment, laboratory instrumentation and other mechanisms that require high force in a small package. Haydon Kerk Motion Solutions Tel: +1-203-7567441 Website: www.haydonkerk.com
- technoLogy management for decision-makers
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product update Magnetic Tape Encoder
Impact Markers
T
he HDMag line of high-precision, bearing-less and contact-free magnetic tape encoders enable speed and position monitoring on large diameter shafts. The series is easy to install, and will direct mount onto almost any large-shaft torque motor or generator. The magnetic encoder is attached using flexible magnetic tape, and can be easily buckled onto the drive or generator shaft like a belt. With the help of the welded fastener, the tape is tightened on the shaft, and can be quickly exchanged when required. The narrow read-head incorporates an integrated dual sensor head that is mounted to a frame over the flexible tape. This takes up minimal space on the shaft and operates without interruption over the fastening gap in the tape ends. The unit can be installed and removed repeatedly without affecting performance, and offers wear-free speed and position feedback with a nearly unlimited service life. Baumer Ltd. Tel: +1-800-9379336 Website: www.baumerelectric.com
Drip Trap Panel
S
hand & Jurs Biogas has developed a local control panel option for high and low pressure electronically actuated drip traps. The actuators on the drip trap can be controlled either manually, or through the local control panel. The unit’s internal programmable timer allows the local control panel to automatically cycle through fill and drain cycles. A local control panel adds convenience for plant operators, and can monitor up to 5 low pressure or 3 high pressure electronically actuated drip traps. Indicators on the local control panel include auto/manual mode, manual open/ close, as well as indicators to show when the drip trap is filling or draining. L & J Technologies Tel: +1-708-2366000 Website: www.ljtechnologies.com
Columbia Marking Tools Tel: +1- 586-9498400 website: www.columbiamt.com
T
L
enox has developed a portable furnace camera system that enables real-time, colour video monitoring and digital recording of combustion and process control in high-temperature furnaces. With this mobile system, operators can use a single unit to monitoring several individual furnaces using any 3.5 inch (89 mm) opening. The camera system provides clear, high-resolution images of burner flames, refractory condition, and material alignment and movement inside walking beam, walking hearth, pusher furnaces, and also rotary hearth, annealing and other thermal treatment furnaces found in the steel and metal industries. The system consists of an air filtration and power system, water hoses, and 8-inch CCD colour monitor packaged in a durable case with telescoping handles and wheels. The furnace camera’s stainless steel housing employs a steel triple wall laminar flow for efficient watercooled protection of the CCD colour camera and integrated low consumption air-purging to keeps the lens clear of particulate, enabling extended operation in hostile environments up to 3500°F (1927°C). A radiant heat shield and mini-digital video recorder with a LCD screen are optional. Lenox Instrument Co. Tel: +1-800-5476297 Website: www.lenoxinst.com
september 2011 VoL. i | industry 2.0
olumbia Marking Tools has developed double-acting, air-operated impact marker that is suitable for permanently stamping 1 or 2 characters into steel, aluminium, plastic and composites. The markers are designed for cycle times (advance and return) in under four tenths of a second for over 2 million cycles. Available in 1 and 2-inch stroke models, the unit has a return cylinder indicator option that allows sensing its return. This is particularly helpful in automation applications when it is necessary to know when the maker is clear when the part transfers. The models are available with either an ‘A’ rod style for multiple characters, and CMF-steel type or a ‘B’ style for single, robust round CM7X-marker inserts. 1/16-inch to 3/16-inch characters can be marked, as well as pointed or chiselled points for staking or dimpling applications. The holder is an integral part of the rod end with a set screw for retaining the stamps. Special rod ends are also available that allow more characters to be stamped. The markers can be keyed with non-rotating rams or nonkeyed where the mark orientation is not critical. The impact markers are precision machined and chromed from high-speed-steels specifically weighted to minimise shock at impact with breakaway seals that insure instant velocity to generate maximum impact force based on marker stroke. The double action dual sized ports define the ability to move maximum air powered speed forward and then reduced volume for return stroke.
Epoxy Compound
Furnace Camera
110
C
- technoLogy management for decision-makers
he DFense Blok Quick Patch is a ceramic beadfilled wear and abrasion epoxy formulated for emergency repairs to processing equipment, even in severe conditions. With a working time of 4 minutes and a fast cure time (functional cure in just 30 minutes), the product is suitable for the emergency patching of holes, leaks and cracks. By protecting against wear, abrasion and corrosion, the product extends the equipment’s service life and minimises downtime. The product is a non-sagging, alumina ceramic beadfilled epoxy compound that can be in thicknesses up to 1 inch on vertical surfaces, and ¾-inch on overhead surfaces. It is suitable for repairing, rebuilding and protecting slurry pumps, pipe elbows, scrubbers, pulverisers, ash-handling systems, cyclones, fan blades, screw conveyors, chutes, hoppers, etc. ITW Devcon Tel:+1-978-7771100 Website: www.devcon.com
www.industry20.com
Adjustable Levers
Fuses
J
T
W Winco is offering zinc die-cast adjustable levers with push button, tapped type, in inch and metric sizes. These adjustable levers can be used wherever parts have to be clamped in a confined space, or in a particular lever position. The insert is connected to the lever via serrations which can be easily be disengaged. Pulling the lever upwards disengages the serrations, allowing it to be swiveled to the suitable clamping position. When the lever is released, the serrations automatically re-engage. The releasing button is an ergonomic design element and allows for effortless release action. The handle is zinc die-cast, and the push button is nylon plastic. The insert and spring, as well as the screw for the push button, are stainless steel. The handle is available in matte black pebble finish electro statically applied powder coat, smooth finishes in orange, gray, silver, or red textured finish, chrome plated or uncoated. The button is available in black, orange or gray. J. W. Winco Tel: +1-800-8778351 Website: www.jwwinco.com
AutomationDirect.com Tel: +1-800-6330405 Website: www.automationdirect.com
Pressure Sensors
T
Pad Printer
T
he B150 pad printer is a compact, industrial grade single-colour printer for images of up to 140mm in diameter. The powerful compression capability of 779 lbs enables high quality images on label-free garments, drinkware, injection molded housings, bezels and other products up to 5.5� inches in height (including fixture). The product features the ability to programme variable pad delays (both over the plate and the part), print speed and double print function, to give the operator complete control over the printing cycle and print opacity. The unit can be used as a bench top, or mounted onto a base cabinet. It fits in a standard size production cell of an apparel factory or a small printing shop. Tool-less setup allows for rapid job changeover. An illuminated plate system provides visibility to the work area. Inkcups Now Tel: +1-978-6468980 Website: www.inkcups.com
he BPS series of pressure sensors with IP 67 are suitable for use in gaseous and liquid media. The devices feature a high quality, long-term stable ceramic load cell, simple installation, high operating comfort and high precision. The display indicates not only the current system pressure in bar, mbar, PSI and MPa, but also features fast and simple configuration of the sensors according to the VDMA standard, using 2 keys and intuitive menu guidance. With 11 pressure range versions the sensors cover all the important ranges for monitoring process media in factory automation. Typical applications include hydraulics monitoring as well as pneumatics equipment. The units offer two switching points or one switching output plus analog channel (0...10V or 4...20mA). Balluff Inc. Tel: +1-800-5438390 Website: www.balluff.com
HAvE yoU LAUNCHED AN INDUSTRIAL proDUCt RECENTLy? www.industry20.com
he Edison JHL series 600 VAC/450 VDC fuses combine the performance of high-speed semiconductor fuses and the convenience of Class J branch-circuit fuses in one small package to protect AC and DC drives and controllers. The fuses are extremely fast acting, and are suitable for use with power semiconductor devices that use diodes, GTOs, SCRs, or SSRs, as well as electronic motor controllers. Available in one to 600 Amp sizes, the fuses are current limiting, and are designed with no intentional time delay.
industry 2.0
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- technoLogy management for decision
makers | september 2011 VoL. i
R.N.I. No. MAH ENG/2001/4796 Tech/MH/MR/SOUTH-127/2006-08
R.N.I. No. MAH ENG/2001/4796 Tech/MH/MR/SOUTH-127/2006-08